HomeMy WebLinkAboutCity Council-Agenda Packets-8/2/2007"' City of Colleyville Colley0v0'~le Texas 76034
~ `~ (817) 503-1000
"'~~~~ Agenda www. colleyvil le.com
,,,,..
City Council Worksession
Thursday, August 2, 2007 6:00 PM EXECUTIVE CONFERENCE ROOM
1. Call to Order
2. Discussion and Presentation of the Proposed 2008 Budget Calendar,
City Council Work Plan and Combined Operating Budget
3. Adjournment
I hereby certify the above agenda was posted on the bulletin boards at City Hall on July 27,
2007, by 5:00 p.m.
Cynthia Singleton, TRMC, CMC
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 Printed on 7/27/2007
~_~.
_ City of Colteyvitte colleyville,aTexas 76034
i ,~~~' ~ ;~ (817) 503-1000
www.calleyville.com
Agenda.
City Council Worksession
Friday, August 3, 2007 12:00 PM EXECUTIVE CONFERENCE ROUM
~. Call to Order
2• Discussion and Presentation of the Proposed 2008 Budget Calendar,
City Council Work Plan and Combined Operating Budget
3• Adjournment
I hereby certify the above agenda was posted on the bulletin boards at City Hall on July 27
2007, by 5:00 p.m.
Cynthia Singleton, TRMC, CMC
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 feast 48 hours in advance at
817.503.1133, and reasonable accommodations will be made #o assist you.
~NCELLEQ
clfy of coUeyvills Page 7 Prlnfed on 7/27/Z007
~,~u~.tec~t rvu.~t~"" cl
o
LL O O
O
~
O V t0
N
EA N
E9
C
m
~ N
L
c a~ m L
~ ~ ~ ~
co eo m m
aO ~ e0 °O } Q
O LL U ~ U m
C c0 t o U
~i }}}}} ~' M M M ~'
1 LL N C W N N 7 0 O N U U O (6 N y
~
~ 1
LL LL LL LL L.L !1 O O O
~
~ a~
LL ll ~ ~ (0 ~ } (0 (0 W
O U U u
U O U O
O } ~~ ~ (0
Z, LL p Q
U W A LL > '
U
O N
~ ~
LL
~
7~>>>~ ~ ~ p
LL
LL H
'
O
~
W W LL W~~ ~ p W N W w, ~.. m
B
W~ c o 0 E p Q> N
L
W
~ LL LLLL
LL
OaaLL
(O N cU ~ cO~UU c6 } } N} N N LL ~} m }~
u- W O)W -0 U_LL_ ~- aO Nd~Q N
}JLL I
lLO
.-W UU 7~-
U >.
~
LL O C O C O C
U U C O O m O Q O U Q o Q O O
' 0 0 Q W p U p LL Q
~
'
0
~ ~ N ~ ~ ~ N ' ' ~
N Vl
U ~ } ~ } U
} } } ~ Y
~ UI } ~
0 y '
' N 0'
N [
~} N N ~ ~ N N p N N ~ u1 N O c0 N .C - p
} } } } } } } } N LL ~ N ~
y
N
} c0 ,
N N N
(6 L N 1'
N
C ~ F- }
O
O C
N ~
C7 N
}
Vl
} N
}
N
.F.+
d
N
LL p
Ltl H N O O O O O M o O a O O
00 O O OOaO dO N (C ~ 7 O O O O a O O O O O
N (D O OO) O 0000 00
' O O O O O O O M O O
.00000 SAO MOO
'0000 M
O x000
~ c000 O M OcO .- •- ~ M V
O O NO 0000 00 n
~'~"'
_ QQ rZ
~.~~
~
0
- ~~ V' ~ 0)00'V' V'oD
~7 (O .- N N N1~00to
fA <fl fA fA 69 to EA fA eA -
~ CO f~ o0t[)O~ 0010 lp0
6969 to r-0 ~ MEliO H3O
b9 69 fA EA V!
M
~~ .-O~Cl00cOOt~00
~ 0 MNU9 tAM t~ a0 N
to
69 b9 EA fA V) fA
,
..
" ~ ~
W ~
LL
`yQ
I
.~./ U
~ 'c
A~
W U
c
na 0
C (0 (n
O
co
R nT
°' ~ ~
;
o E
~ ~' Z r ~ a~ m U o
Q iu m ~ a~ ~ c E c o
J '
N :N ~ ~
~ ~ O C O
N N U ~ E cV _ ~~ N Q c0 w
O f0 E
N g a~ ~ 0 C N p ~ ~ C~
a~ °- a~ v~ a o o m
f0
~ U~ C O~ lD E C
E Q a~ c _m ~
N 0 W
C ~ O E O
3
N~
p ~ 'O ~ N U ` O` U U
L Q
(V r
rn Y
N
N o` Y - C
d T -O U O~
o~ Y m~ o0 0 -o c m c
o N U O N O.
c s 'c n- '3
S
c
~ ~ o~ o m ~ m n~
~ c~ o m ^- m
~ id
J>in ~ a
`O
W
L 'o coi~~ o a~
> a~ `n~aNi33 c`O
n
E ro rn `o
rn~°maci ~_ °
0 0
~ ~ c o m v o U
' ~ o c >. m o 'y r o c ~ D, ~ U m °O o0
3
n o c c
N '~ a p 0 0 0 J m d _0 F- N m o n o
~ O o„
C N O O
=
>
- m 2 c o ~- ~
R
~ .
N
~
Q NO C. N N. C. N -
.
.
O N~~ N L.~ U~ 7 C
O
c6
O S
o
Nn.C~C=Z ~
Ear O
~~Q~.-NU N~~~
a> >
~ _
Y ~--
E N> U
(3EYQ~ UYUO
m
LL~ °' ~' ~ E n ~ ~
o
~~ o ~ Q in O D C Y Up.U>o mo~3
o` 2 m~ F-
F- O~ O
Y U~
~ ... O N~ 07 ~ T tV
C
a~ 0- .... 0 a m
N O
~
N
C
~ J a
7
N O N O d O C U V U D N 3 'U N
B
j N
Q 2' ~O C~ X~ C C N y N O)
j- `
y L f0
-'
~° O Y O 07 ~~ .a ~ N
S E= E m c°i °~ ~~ c
. ' 3 W o~ a> a Y m `o~
L r~ ° ~ C n 3 ~ m cco a`~ a~ E ~
oH rnH E ~000'~
n
~ o,
U U 3~ °~ U U - c o
°a
'
`
o
cm°~
`
~ m-° a~ E-L a>
m°
U~m
~~j-ooa~a~o
-r
3 m._ m ~.c v v C
E
o
~_o ,
o_
~
~~> ~ m nn c c a`> m c> N -U~
E~o
N
~- n~ c- o c a ei
o a LL a> > a~ o 0 0
Z V MN W O(ndn.N
- m m E_ a~ o~ a~ a~ o m r
J J QLL C~~ N(n CL.LUdQ
- L o N a~ x ~? o N o a>
F-Ur~WaavU~ 3
cn ~-
m
w
w
U o
F
W
ro Z
Q~
c
'J s
m
N
U
U O
a 0
L
1- Z,
W _
_
~ ~ F
., d
n
Q
ti
o m
B N O.
O O ~ a~ a~ -° d
Q m
a~ ~'
_ LL
p Q
m
' W C li
~ aEi O
~ N N C C O
Z' ~ p N N N V
f- C 'D
N
Q
Z
m v
~ U C m
m m m o UU D
C N C
m m
m m
Z
w w
U
a~
W Z c o o ~ . ~ o
U
U U . ~
Q
fq. 7
N~ (p N E al N N N m
CJ E
(/j (/~ C N N N N >` >` tq O
~ m
~ N N Vl ~ N ~~ >+ E
Z
~ ~
W U l9 ~ Y Y E U U U U ~
6 O N O O
O ~
~ O
~ >. T O) E Y O V N N Y C
~ 7
N O O
0 O
'-' "'
~ ~
C9 O Y Y Y Y V N N N m
~ O ~
~ L m (0 (0 (6 O
~
lL d .- t6 t
O
dJLLd aO~aaa :ll [L C
t0
U
O
(
UU W u.2a a~UUa W W ~
-. .
LL~aaaaacncnU -
0 0 0
.m -m 0 0 0 0
~ .~ .m .~
U U U `O `O
N N U U U U
to N N ~ ~ O Z Z fA t/1 N N
UUU n n cII 16
a o o ~' ~' U U U 7 7
UUUc~cn
- rn m
o o o 0 0 0
-
-
~ ~
o wc~
N ~0 (6
~ N
n n ~ v
o
a
~
N
:. N N N
O) lT lT
IQ N N N (p N ~ [n cn 7 7 7 C C
~ L N N
~~ O~ 07 t
/1
N N
~ N (O O C6 } N
L L L
) L 0 0 0 0 0
N O
N N
L
U U
N N _C C
~ ~O 1> U L
U
L N N N N LL L
N
N N N
L y L
N}}} N N O~ L "'
o
o [D N C O O N N N N C N
.
~LL LLLL~~a- ° 0 a~i ~ a~°i' ~~ N N
coon > rnrnrnrn c >
~~~o-o 0
c
c
a ~ ° °~a E m o~~~~cn ~ mio~o ia~~~' m a
a
i
~ N
'O U U w .7- .7-
N O~~ N N F- C C L L ~~ ~- ~- ~ N N N N? LL ~
7~ 0 N 3 j .~ RS l9 N N N Q1 OI
C C C C C N N LL LL
O U~ 7 7 7 m U
(
O O
(6
~~ooo
~~ II U w
7 n n 0 O 7
7
7
7 N N~
o a
v
- .
- .
-
n,«- n
L, U L L L~ O C C -N 'N 'y w r
m~mo0o
°C ~ 7~~ O L_ L_ L_ L_ ~ L N
~ ~
~
~
~~
3 N
33
N N 7g~ nnao o ~~ ~ ~ 3-
3
3 3 3
3
c> j~ c c~ c c
O 1] L L O O
O O D U U -~ ~~ ~~
0 0 ~ c c c c~
O O O O
C
C
_ 7 7 D7 07 ~~ U
LL
LL
N
7 O N N 7 7 U~~ 0 0 0~~ N N~~ L 7 7 7~~ 2' L_
m~ U 'O j j~ C
C N N N N N ~~ U~ 3~ j~» 3
.
4} 7 7 7 N N 3 -
L L L O O N N 7 7 N N N N N~ N
° ~
~LLLLU.
LL~v 3 3 ALL
-°
~ -o~tiu. m
~~- `0
~
~°
~
a
i a
i
0 0 0
Z ~~ o 0 i a
a
i a
i
0 7 7 7 7
~
~
C
Z Z C C Z 7 7 0 0 0 L L ~~ Z Z C C C C Z
C C C
~ 'U 'D C C C C
O O O
0 0
N N 7 7
I
L L
L 0 0 0 0
ZZLLLLLL~D
C C .
.
-O 'D ~ 7 7
a ~~
LLLL O O
Zz U 'D ~~
aa'~'
'°7
ZZZ o
0
C C C 0 Q
7 7 7 C C C C
7 7 7 7
LL LL LL Z Z LL LL LL LL
O O O 0 0 0 0
Z Z Z Z Z Z Z
W W M W 0 N f~ N V M o0 oO 100 0000 0000 000 0
O M oON oON 100N aoMr c7 0000 10000000 V
000OOr- V 7 10 0 10 10 10 c0 t~ OO tnO M ~ .-O W I~
O ~ r 10 N.-.-M10 t0101~ c0 00010 01001000010
7 (D O O to In 10 O (") M M W ~ l0 - 10 10 ~ M ~ M N 69 N N ~ 7 N
d3 EA E9 EH ~- fA EA fA EA EA F9 EA fA EA
~ 1h ~ EA fA
~ Ff3 EA EA EA 69 69 69 69
N
_
N C
N
U
~
F n U
L N
c0 ~ O
7 C
U N
L
c ~ ° .~ a c
_0
- '" _ >
~ ~ o
L -o _ 'm
C
N
O ~ L C
N
p O
LL N
C Y .
} >
O >
- L
N
L N 16 C C C
U ~
U
m 0 U C d
~
~
i _o t~ > o 0 0~
a
> .
-
'
' o
~ 0 o
n
U
N
F-
U ~
N w.
N
N U
U U
m C J V 0 0 0 ~'
pl N N c O N
N
N ~ n~
_ _
_
C -° ~ 'O n O N c a a a (0 ~
c n ,..,
`
a
a C f00 C C
c `°
~ U 0> O n U
~
F3a~ m
a
>
~
~
m
c E E E 0 m v~ ~
m a L
`
Q ~
a~ m m m o m'~ ~ ~ ~ ~ `~ ~ ~ U
~ to m Z. > ~ a~ N c N>
a~ m~•~OOOQ o
maaa
~ cY o ~ ~ N-7~ E rnm1Yi
~
_
3~ 0 0 0 Cp 0
~ N N N L v
-U
U
`° o c'
'
'
. J 10 w
a a`' ~
uY
~ Y (4 N «~+
~
0
o
o
o
~rnrno,~ o'~U °aaa ~" m x
m ~ °'a Q N
N~ 1p °
m ° Nc7~in m n
m~~~oo~rn333oY
-~- c°~~ av3oo-oa,~
7
a
zzz~ n~a ~oY
a
U
mLLi~iLOa~
-
Q :
C~ FF
~
in
z
w
w
U
i Z
a
m z
w a
w ~ ~ a
v O U
0 W .Z ~ ~
~ Z ~ c c ~ Z c c
Z 0 0 Q w O O
Z -~ ~ ~ N N O N N N~ C7 N N N N d N N N N N~ d
O W ~ N N N N N~ Y~ U U U V U
mmoooa~m O
~ Y ` Y i
m
m ~
Cf N~ ~ ~ i~ U U
l
a>u~
Z a mLLii"u.ii"u.~aaaaa~~ a m
m
aaaa w ~mmm
om
liaaaaa~~
~ ~ ~ ~ ~ ~,
~ ~ ~ ~ ~ ~
~~~~UU~UUUU
0 0 0 0 ~ m o~~ ~~
~ ~ ~ ~ ~ ~ c~ ~ ns cn as c~
u. a~ m a~ ~QQ ~QQQQ
~ ~ ~ ~ ~ ~
r~ ~~>->-
.~ O O O O O O O O O M O
00000
pp O
00 O O
O O O O O
O~ ~
O
+' _
_
O t- CF' CI' 1~ O to O O Imo- O
CO d' f~ OO ~
O ~ (r7
CO N N N
~- EA 4f3 Efl (~ E!3 En EA ~ Efl
~
U
LL
.
Q
m
'~ ~
c
~ ~
~ ~
LL ~
~
- ~ ~
ca
~
~ U
U Q
•- ~ N U
~ ~ ~ (0
L y LL1 ~ O
~; ~ ~ Y ~
, Y L
y
l
Q~
~ U
~ ~
j
~
O
c x a"i a~.3 `~
- L L W Q ~ L
~~
~~ i-~ ~ ~ ~ ~ CC
~ ~ Q Q C
~~
^ ~ 1 ~ ~ ~ O ~ ~ ~ (Q ~ •~.
v'
~~ Q- U U d O L
i./ (U
O ~ -' ~ ~ ~ N ~ N N c6
Cn
O
L ~
Q1 :« (0 O -d
~
X
i ~~~~
~ O ~
~
~
~
r
O
N LL
(n
' O ~
O cam ~
~ U cn cn o ~ ~ ~ ~ o v
L U~~ .C ~ U V C Y (0
QJ L L ~ ~C
LL c0 T >+ T (O ~ ~ O ~ (O "a
~2I2 mH~-UiLmQ
a~
U
C
N U N U N N N N~
C C C C C C C C
0 0 0 0 0 0 0 0 IJ~
~, ~ i5 ~ tL6 ~ ~ ~ ~ ~
~ N O N 47 O N N N .~
Cl Q Q O_ O_ Q Q. Q =_ N O
~ ~ ~ ~ ~ ~ ~ ~ ~ m ~
f0 T T T >+ T T T >. >+ C C
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ D
'RS:. rn
~~ ~s, ~: q ~.'
~.. x y ~~:
~~,~~; x 3 r.~n S`'ti1
~f ~
£ ~ Yl
` 4;- - r
M `~ Yi $
1 ry N!?~
:J
r
r
-~
:~ ~ ~ ~~
"yr s "~".~ gyp,„i'
~.
~ ~,
ra?
ti
"E
an-vV~-s
kr J ~
~ ~ x
~ ~
~ ~ •~
;,.~ ~r
._{,
~;
~ a #_
r7.
s7i ~' ~"
~~~ a t'~,
__
f
~.. ~ ',`_
3 ~ +
'. .. ~ .. ~ ,,#. I
° L~# y
. 4.
~~
1
~~.
~~~ ~ ~ k~
x"_~
s F ~ ~~; ~
,,
O
^~
~
•
VI
O
Q
~ ^
^^,,
W
L
aC
a
~S
~ .r•.
A ..
r a _
c~'~, g.,
c6~~£ a
~~''
. - ~
r~~ ~ ~~,
}~ ~.
{5
1
A
~~ u ~ }
~ i
~ ~
~ . ~~~
7
}
~ ' :
r~
M
ac„r ~Hr,
9
f k
_~1 f Y ~A
9
'
LL A Y '~,.
~ ~
s >~
~''~
~
>
si
~
,
p
i
.a ~
p
.fgr
S
% ~~ T
sY
~V #
°~ rµ
,
~ ~ t~
x
r
~ L 5 'S"
T~~ 1 f
~ f ~
^-' .a
J
a
ec
~~ ,
~~
,.
m~
~; ;
y,
7 ~ s~:
8
~ +,
~
~,x ~~ ~o # ga
`~ c - ~
G 3
~ s ~ ° g - nu k
4= € fi ~~'~
y a
yssy,, y:
r d~"+ ~ i
q
O
' J
~
~ C
U)
C
M
~L.~!~~
~`l
~'-
.~";
,,
.. _~. :.;
!~>~
~~
!~ •as
7urceeedd ~2ely~rZo~liooda ~~xtebteocraB peo~e
TO: Mayor and Council
FROM: Bill Lindley, City Manager
SUBJECT: FY2008 Annual Work Plan
DATE: July 27, 2007
I appreciate the care and thought provided in preparing preliminary initiatives for the
2008 Annual Work Plan consideration. The development and successful
implementation of the Annual Work Plan serves an important role in meeting our
commitment to excellence. I continue to be impressed with our employee's passion in
taking on the challenge of making our organization and community one to be modeled
by others.
It is important for us to remember that with the broad scope of the Annual Work Plan,
some items will be completed during the year while others will have only been initiated.
On June 14 and 15, 2007, the Council held its annual planning session in part to identify
the Annual Work Plan for the coming fiscal year. By having a unified set of goals,
objectives and tasks, the Annual Work Plan provides a guide for continuing to provide
superior service delivery by our employees to the residents of Colleyville. The meeting
resulted in the identification of five broad goals with eight corresponding objectives. The
development of the proposed 2008 budget was drawn heavily from reliance in the early
identification of work initiatives.
On a quarterly basis, we will review the work progress of the Annual Work Plan with the
Council. In support of these presentations, we will use members of the Executive
Leadership College to assist in making presentations. Our focus is to use these staff
members as a means to create opportunities in allowing the participants to grow in
areas of non-routine management areas to expand an appreciation of the various work
by all of our departments.
The process of establishing an Annual Work Plan is an important tool for accomplishing
the multitude of City initiatives. By having a unified set of goals, I am able to use the
Work Plan as a guide for continuing to provide superior service delivery by our
employees to the residents of Colleyville.
Again, thank you for all that you continually do in making Colleyville a leader in public
service. Our people make Colleyville absolutely the best there is!
7~ ~2ei~l~onloodd~~xeiae ~eo~e
2008
ANNUAL WORK PLAN
~a~eyc~cPQe cd a otrode2 utry u~itli a~eCStcac~ to lei y a~ e~~t aid a~~iactuse
~ec~an~iaod - onie~sted co~uurit~y ¢ecu-,if~ue to aun l~uttoncy, zeaawued aid n~edlde~r.~.
GOAL ONE
Foster a commitment to community reinvestment
Objective One: Make Colleyville more prosperous through economic development
efforts.
Success defined: To make Colleyville more prosperous with a focus on promoting the
City as a place for unique and boutique retailers and offering the City as a destination
place.
Tasks -
^ Continue to evaluate the redevelopment potential of commercial properties located
along State Highway 26 by identifying the affects of the SH26 reconstruction project
on existing businesses, exploring development opportunities for the vacant parcels
of land, and proposing regulatory changes needed to encourage private sector
reinvestment of commercial properties along the Corridor.
^ Promote the enhancement of cultural and arts by: creating an internally funded Arts
Fund; preparation of a multi-year plan identifying public spaces suitable for
landscaping and art display; and seek opportunities to partner with local and regional
arts advocacy groups.
^ Identify special events promoters that can enhance and broaden the regional
awareness of the community with special focus to the 2011 Super Bowl.
^ Evaluate viability of connection with the Cotton Belt Commuter Rail and various
community-environmental issues associated.
^ Continue research and development of a plan to provide a community wide Wi-Fi
networking.
^ Research and develop a plan to initiate a branding campaign for the City and how to
implement consistently throughout the organization and community (i.e. entry
markers, facility signage, etc.).
GOAL ONE, continued
Foster a commitment to community reinvestment
Objective Two: Enhance the maintenance and reconstruction of city infrastructure.
Success defined: To have a public works infrastructure system properly maintained
and funded providing effective management meeting citizens service demands and
expectations with special attention towards enhancement of the maintenance and
reconstruction of streets.
Tasks -
^ Continue work in the development of a multi-year CIP for trails and sidewalks,
streets, and intersections. In conjunction with this work, identify viable funding
alternatives/sources and coordinate Council work sessions and public meetings.
^ Pursue grant opportunities available by the North Central Texas Council of
Governments for a planning study to evaluate "best practices" for traffic
management initiatives with a focus to traffic calming techniques.
^ Discuss with Tarrant County scheduling, engineering and constructing of additional
intersection projects for possible future County funding.
^ The annual Street Maintenance Program enhanced through an emphasis on higher
quality and extended service life of existing municipal infrastructure along with an
adjustment in the annual budget to $1,000,000 funded by growth in general
revenues and an increase in the Utility Fund franchise fee.
^ Continue construction of various CIP projects:
/ Drainage
• Enhance community education materials about the dangers of flooding and
promotion of Flood Appreciation Month
• Provide installation signage "Turn Around -Don't Drown" at various roadway low
water crossings
• Install SCADA based "flood" warning sign system along Little Bear Creek at -
o Jackson Road
o Oak Knoll Road (2)
o Martin Parkway
/ City Trails and Sidewalks
• Tinker Road from Emerald Drive to Pleasant Run
• Glade Road at Behren's Court
• Glade Road at Stafford
• Glade Road at Riverwalk Drive
/ City streets
• Church Street
• Glade at Heritage Intersection
• Pleasant Run turn lane
• Bogart Road
• Reconstruction of certain streets in the Tara and Saddlebrook subdivisions
/ County bond projects
• John McCain at Pleasant Run
• Jackson at Cheek Sparger
• Cheek Sparger at Martin Parkway
/ Utility
• SH26 utility relocation
• Regan grown water storage tank
• Hurst 16" transmission line
• Closing of various ground water wells
GOAL TWO
Enhance communications and outreach with citizens
Objective One: Expand community relations of elected and appointed City officials and
employees with citizens
Success defined: To have a progressive city that values citizen
involvement/communication and strong community organization relationships.
Tasks -
^ Present recommendations to City Council for city meetings and events to inform
citizens and encourage citizen interest and participation in city government and
community activities, including utilizing board/commission/committee member as
"ambassadors" for the city.
^ Evaluate opportunities and associated costs to enhance the city cable broadcast to
strengthen the medium into a more effective communications tool for the city.
^ Develop a streamlined methodology for interdepartmental communications about
issues, projects and events that should be communicated to the citizens.
^ Host an annual HOA Involvement Workshop to explore means to enhance
communication with neighborhood groups and provide education for neighborhood
enhancement.
^ Conduct a preliminary Council vision planning session (Imagine Colleyville)
identifying attainable attributes for city services, characteristics, demographics,
income, etc. for the build-out of the community at build out with a focus to premier
cities regionally, state-wide and nationally.
GOAL THREE
Continue organizational development with a focus to -Being the Best
Objective One: Effectively utilize and promote Colleyville's paid and volunteer human
resources
Success defined: Employees consistently demonstrating the core through effective
hiring and retention programs along with an inviting and involved role for citizen
participation in the delivery of customer service.
Tasks -
^ Continue third year implementation of the Workforce Development Sustainability
Plan:
/ Continue Compensation Market Analysis with incremental steps taken to reach 110% of
market by 2015.
/ Performance Evaluation Taskforce -Evaluate, research and study best practices of
public and private entities to increase effectiveness of the performance evaluation
process while also implementing the core competencies as a major part of the overall
pay for performance initiative.
/ Complete the interview guides with training and implementation by November 2007.
/ Enhance position advertising that focuses on core competencies.
/ Develop an Intranet for employees to increase communication and provide ease of
access to HR related documents.
/ Expand the Colleyville College Succession plan to all employees.
/ Evaluate and improve the exit interview process to identify areas for the enhancement of
employee relations.
/ Develop a retirement planning seminar to assist employees financial planning
opportunities
^ Develop a tiered media training program for employees and public officials focusing
on communicating the branding message.
^ Enhance the employee recognition program with a focus to growing the awareness
in the employee commitment being a high performance organization.
^ Evaluate "best practices" for both public and private employers for consideration in
structuring acafeteria-style benefits program to include wellness-based initiatives as
well as other benefit options to enhance the overall benefits program.
^ Research and develop an Interview Guide for board, committee and commission
interview process and new Application for Appointment form, which provides specific
information regarding the interests, talents and education of applicants.
Research and develop a Colleyville Citizen Corps utilizing the resources of the
Citizen Police and Fire Academies as a means to provide and promote volunteer
services during emergencies and other significant public safety events.
GOAL FOUR
Continue focus to delivering superior services and demanding results
Objective One: Develop, expand and promote leisure activity opportunities for the
citizens.
Success defined: Delivery of efficient and broad based opportunities in support of the
needs of the general public.
Tasks -
^ Develop a plan to reorganize the Library to utilize available space to provide better
support for the Library's programs for children and adults.
^ Develop and enhance programs for children and adults that will establish the Library
as the community's literary cultural center while seeking community partnering
programs with local and regional literary and cultural groups.
^ Prepare a financial plan providing for the implementation of the 2007 Library Master
Plan Update report.
^ Coordinate design of McPherson Park future phases with attention developing the
park as a demonstration botanical garden feature low water tolerant plantings.
^ Coordinate development of Senior Center Open Space Master Plan.
^ Coordinate development of the update for the Comprehensive Parks, Recreation
and Open Space Master Plan.
^ Prepare a study, with cost identification, for the implementation of a citywide
construction of centralized irrigation system for public facilities.
^ Conduct a Senior Center acoustic study.
^ Conduct a visioning study for the viability of expansion, renovation and future use of
Colleyville Center.
Objective Two: Continue Colleyville being a safe and secure community.
Success defined: To provide efficient and user-friendly services that maintain the city
as a safe, secure clean and attractive community for family and business.
Tasks -
^ Completion of two fire stations for more efficient coverage and enhanced service
levels to citizens regarding Fire/EMS emergencies.
^ Initiate the process to begin evaluation of Colleyville's Public Protection
Classification as provided by the ISO (Insurance Services Office) culminating in a
positive ranking increase.
^ Forming of a Citizen Emergency Response Team drawn from citizen completion of
both the Police and Fire citizen academies.
^ Initiate the process to begin a review for possible modifications of the Police
Department Standard Operating Policy (SOP).
^ Implement the traffic enforcement motorcycle program.
^ Improve the level of 911 emergency services to citizens through medical dispatch
training for telecommunicators.
^ Review best practices for interactive working partnerships with HOA's, community
groups, business associations, and the general public towards an effective "eyes
and ears" program promoting education, awareness and compliancy with property
management codes. Additionally evaluate ways to enhance enforcement of sign
code regulations with continued enforcement of the sign ordinance.
^ Continue implementation of the 2002 Utility Homeland Security study.
GOAL FIVE
Sustain a reputation for excellence
Objective One: Ensure fiscal integrity and stewardship of the City's financial planning.
Success defined: To bring the financial picture into balance by identifying expenses
and revenues that sustain city growth and support service levels, while maintaining
strong fiscal accountability and financial stewardship.
Tasks -
^ Continue development of a sustainable budget by expanding the computer
replacement program with a focus towards software upgrades by providing funding
in the FY2008 budget for the acquisition of software for:
/ a comprehensive financial software package with a focus for staff efficiency
/ Web based interactive building permit software
/ Upgrading the Fire Department reporting software
Update of the annual five-year financial plan identifying anticipated revenues and
corresponding expenses.
Manage city franchise services:
/ Implement first year of renewed refuse service contract with attention to using a
broad-based public information campaign.
/ Continue work with the goal of finalizing a model electric franchise ordinance
ensuring payments for use of public properties-easements.
/ Participate with regional and state group's opposition to rate increase proposals
for electric and natural gas.
/ Continue participation with regional city member coalitions exploring long- term
electric service contracts for internal city electric needs with a focus for
alternative fuel delivery continuing a commitment to "Green" initiatives.
Objective Two: Enhance the promotion and preservation of natural resources.
Success defined: To work toward the promotion of Colleyville's natural resources.
Tasks -
^ Evaluate best practices for consideration in adopting a "Green" initiative focusing on:
/ Building Codes
/ Reduction of yard waste through education and collection initiatives
/ Enhancement of community recycling programs
/ Alternative fuels such as solar power and hybrid vehicles
^ Continue community based programs including:
/ Neighborwoods tree planting grant opportunities
/ Household Hazardous drop-off center in partnership with Ft. Worth
/ Annual "Crude Curser" collection program
/ Semi-annual community clean up
/ Model Neighborhood Program
/ Partnership with Keep Colleyville Beautiful
/ Police department collection of used cell phones for redistribution to senior
citizens
^ Continue water conservation to include public education, enforcement of existing
ordinances, and implementation of various water conservation measures to preserve
the adequacy of water supply to residents:
/ Continue to educate citizens on the need for water conservation through
advertisement (media and city sources).
/ Update the Water Conservation Policy with attention to education, replacement
of public plantings with drought tolerant plants; identify possible arboretum
demonstration location(s), and enforcement program.
/ Develop a conservation plan for public facilities to reduce demand of potable
water irrigation.
/ Prepare a study, with cost identification, for the implementation of a citywide
construction of centralized irrigation system for public facilities.
/ Fund a botanical demonstration garden at McPherson Park utilizing Utility Fund
funding for citizen education on use of water tolerant plantings.
/ Organize a coalition of area Northeast Tarrant County cities to address water
conservation issues.
/ Evaluate viability of replacing gasoline-diesel powered vehicles with hybrid
engines along with identifying possible grant funding.
The Council strives to provide a wide range of quality services to maintain the
quality of life for the citizens through efficient fiscal and personnel management.
To this end, this budget has been developed in keeping with the adage that "the
function of government in Colleyville is protection of the home." Accepting this
charge, the city government continually endeavors to provide safe streets, quick
emergency response, esthetically pleasing and safe public parks and facilities, and
efficient and effective government. We are looking forward to reviewing with the
Council and community the proposed budget.
The proposed budget is balanced and in accordance with State law, City Charter
and ordinances. The combined proposed expenditures and transfers totals
$32,278,306, which is a $3,407,806 increase over the current year budget. The
combined fund balance for all funds, as of September 30, 2007, is projected to be
$17,478,801. In keeping with the Council fiscal policies, the General Fund is
projected to have 59 excess days above the 90 day minimum while the Utility
Fund is projected to have 98 days in addition to the respective standard of 90
minimum day's cash balance as of September 30, 2007.
In formulating the proposed budget, we first looked to the Council visioning
statement and corresponding goals and objectives in shaping how we work
towards growing service delivery this next year. Using this as a back drop, we
have prioritized the emerging needs of the City, as identified by the Council, while
maintaining a conservative fiscal approach that has allowed Colleyville to sustain
the highest bond rating of any comparable city in Texas. A careful reading of the
proposed budget will reveal the strategic addition of resources to address some
critical service and infrastructure needs. Among these are recommendations that
address public safety, staffing leisure services, as well as key strategic areas for
street infrastructure and continued attention to an aggressive compensation
program.
Serving as a service plan for delivering the results that matter most to our citizens,
the proposed budget does not include any operational tax increase. A few of the
key factors addressed in our preparing the proposed budget include:
• Only a $0.00085 increase in the debt service tax rate for the retirement of
long term debt of the new fire station facilities which is $0.00015 below the
projected tax levy provided to the Council in November 2006.
• No increase in utility rates
• A greater emphasis on strategic planning and goal achievement
• Increased training for employees
• Funds all debt requirements and provides for adequate Debt Service Fund
Balances
• Maintains a sound personnel salary and benefits package
Over the years, Colleyville's budget document has evolved from a simple financial
report with proposals for expenditures and estimates of revenue, into what has
become the most comprehensive annual document concerning budgetary policies
that influence the fiscal state of the City, the function of government and its
preparation for the current and future needs. The budget is the most important
working and planning tool used by the Council and staff for providing the levels of
service to the citizens of Colleyville and maintenance of infrastructure, which the
Council has determined to be necessary and for which funds are available.
The proposed budget has been formulated by reflecting on the Council strategic
vision of being a model city with attention to being an efficient and attractive
neighborhood-oriented community sensitive to its history, resources and residents.
Preparing the Annual Budget allows the Council to steer the course toward this
strategic vision by aligning municipal resources with community needs in
addressing seven strategic outcomes, which include:
• Economic Development
• Fiscallntegrity
• Environmental Awareness
• Public Works
• Promote Paid and Volunteer Human Resources
• Community Involvement
• Develop, Expand and Promote Leisure Activity
Every new effort, all of the existing programs and every element of the work plan
are tied to one or more of these outcomes. This helps staff, the Council and the
community sort through the many demands to provide new programs or highest
levels of service by focusing on only those elements that will help achieve our
strategic outcomes. The intent is that if we are focused on these outcomes, the
City will be providing exceptional customer service and meeting the highest
priorities of the citizenry.
As you review the proposed budget, attention is directed to the combination of
resources we are now applying for street maintenance, the emphasis on customer
service, our commitment to employee compensation and the provision of
employee tools, equipment and training to allow them to better serve the public.
The proposed budget has been posted on the City website. Citizens are
encouraged to review the document and if have any questions or need additional
information to contact Stephen Seidel, Budget and Administrative Services
Manager, at 817-503-1112 or by a-mail at seidels .ci.colleyville.tx.us.
Appreciation goes to the Mayor and Council members for their community
leadership and strong financial acumen. I want to thank the Budget Team staff
including Terry Leake (Finance Director), Kelly Cooper (Assistant City Manager),
Stephen Seidel (Budget and Administrative Services Manager), Elise Welborn
(Human Resources Manager) and Matt McCombs (Management Assistant) for
their efforts in building our service plan for 2008.
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.
~
C O
O
> O
LL
N O O
7 N
N
O
c6 EA N
~
C
m fA
L
C O N L
~ O (O y
ap eo "O co ap co ~ O Q
o L}i ~ ~ r m U
L}L ~LLpOOLL
LLLL
} LL ~ ~ O fN6 N ll Off' fOO~~ (OL N
L
l-
LL LL ~
C C~~ C C 0 U LL U
U
~'
0 m O U W A LL > '~ U
W LL
lL LL 7 LL~ LL U ~ 0 ~
LL LL d O
O .'-
0 7 0
W W LL W~ a ~~ W~ W :«.
}} } N d } }~ O
w L 7 1] f~ E ~ ~ Q L
} J y d
Z !6 m~ N ip ~6 ~ U U t`6 LL LL O> LL~ ~ U~ LL .~ LL LL p ~„ ~ W~ U 7 c m
LL 7>
>
~
LL O C O C O C U U U C
N O C O N O i O fn y c N> C U> N> tq Q
N N ~N N Q lU Q y Q N w N O -_
LL n U
N O ~ Q N ~ LL Q
~
U Ur N U U U~ N N Ur }} O} N` N y r N } U ~~ ~ N y
y (9 +T-' V)
N ~ N ~ y ~ } ~ ~ ~ N } d } } } ~ } ~ } ~ (6 ~ }
C
} ~ } } ~ ~' } ~- ~ LL }
Ll ~ ~ N
} m ~ r ~}
a~
C o ~ }
c
O
U N N
U N
}
N
N
} y
N
}
N
it
~
A
W
~
~ NO_OOOOMC0 c0O
O O 0 0 0 000 oO N CO ~ 0000 V O00 00
cp CO O O m 0 a1 O O O 0 0
O O O O O OOO OOOOMOO
0 0 0 0 0 l[7 O M O O
O O O O~ r O W O O
H
z
W~ O O O O~ O (O ~ ~ ~
l0 ~1'i V lfi U7 0 0 V V aD
V CO ~ N N N f~ O O) 69 M 7 0 0 N 0 O
(O f~ cp t0 O lf) O O f~ O ~7 O
EA EA EA a1 ~ M fA O EA c0 ~ O ~O O O c0 O f~ 0 0
O) M N EA EA M f~ O N
Q = O e» » ~ ~ ~ v> v3 us v> es ifl e» us f» ~ e» i» ~ e» ~» E» ~» v> f»
m ~
W Q
'
0.
++
~
'c
U
- d
C
O
L
(Q `
C N ~
o m
N ~ ~ c d
~ c
o d
G1
`~ ~' > ~ g ~
~ o o m U ~ E
o °
~ ~ ~
~ aci " ~~c E ~ °
J '~ aci U 8 E m ~ '~
~~ Q E `0
00
O m E
~ ~ ° m ~ a~ m ~~ c~
ov aoa~m
a~ no o- c m m E c
E°oc ~m x
p N
~ m W >
O N N> ~` E~ E p ~ N U y O U U
} W N O` y > O~ ..-. N U L O 7 m m~ J L O a c 3 x
d O O O>~ ~ N~ N~ y 3 N ~~~ (6 N~~ C E x
0
~ L O U O
p (0 U O U > - 3 C O n
.N H O C
n
O~ C~ N y
01 ~ (p N N
7 L w U N O O
~ C
Q o c c '- 3 O
L
L
~ rn a~ ~ o H y m o ~_ o
o m a '~ o n~ ~
v> .o c ~ c c N c
o ~ o w
o c~ n a~~ ~
m rn E L D o E o c m x c ~ o V
U o o x
~ a c~ c° Z o
o m E a~ N ~~ n~ m N ~ ;~ ~ a~ o
N x o a~ o
N
C m E Y Q to ~ ~c u o
U a°> o ~° E 3
F, N j`~ p 7~ ~
Y U ~ `°
~ ~ U O
~~ ~ O N O7
N
3
.S ~ Q m
~ ~ 3 a . O: O ~ x 0 U m F F
> °. V
` `m
S r
o
d
w
(6 p N N U
m°~oamcU°m ? a
i
N
Q LL' C D .N n ~ C ~ E
0 °'wE c'°NN m .
m
m
(6 O O O L y - x C
E~~3°~~c'a~o ~
~ELE omE=~c
~oH o~F 000'm
N
E o0
LLB °'3 oNOa~o m
v v 3 ~ d `~-°V - c o
E N O
~~ O O C N~ 0 c' ~cama~a~E ~
is ~ ny F-L a>
O U O G N U cG
U
O p N N
~~ r
3 (O .- fC ~ .N-~ C V V O
d LL a
0
0 _ _
0 .Q
N N~ y N p, L C ~c ~ f6 C ~> d
O
O
r
~ N~ n d C .V O C n e9
O N
O
N
V O
N
N 0 0
7
ZvM N LLOcnaaN t6
N
O N N
(U /9
J J Q LL CLL'~ N(n CLLUdQ L
N
X
N
HU~~ W an.vU~ 3
z
W m
~
r
W
~
v
z ~
~
t
W
~ o
° Q
z c
c°i ~ ~ J
F o
°n
0'
Q
a
N
lL
Q
~
N N
C ~ W
X
O ~ ~
N n
0 0 U N N ~
Vl Uf N
-
c c
d
Q m
N c
c
~ 2 g ~
~ c a"i ~ o
>
m m m ~ c U U D Z U ~
p
p Z
O a~
~_ 'E o ~
LL ° m >
~ ~~~ o m a> v
aUi a°i a°i c m > > E W
a a> m
~ ~ ~> aci
Z ~ ~ m Y~ E v ~ ~ ~ ~ ~ to VJ c E v e a-~i a-~i o
~~.
~ j ° m` Y s ~ a-~i v
~~
~
ti W
a oP.~ cumomooo ~
aJLLaaU~aaa :' OC
a om oa~oom v
c
UUwiLxa a~UUa w d
w o
ammmmo
ii.~aaaaaininU .`
C C C
O O 'O C C
CO CO ,O O
N ~
U U t~ 0 0 U U U U
w
0 0° ~mUUU
o
n 0 0 0 0 0 0
c
t
a
N N O ~ Y6 L L L
N, ~
N N
n n
N N
v 'o
N N N N W
«
N
N N N
m~
~ (n ~~ 7 O7 m
C C~ C% y N N m m 0 N
m m
}
_
0
_
N N
«~ N~ O O O V V
~ N O O N
~ V
L a
U
N N LL L
L
N
N N N`` y .L..~ .L-.
~}
N O C
>>
m m
~~ N _N
N C N
0 0~
}}
0 0 O O
O u" LL LL m ~ LL > >>O ~ ~ 'O ~C 'C
>
0
0 N N
a .O N pp ~
~ 0 0
c 'O 'O "O ~ O C
j p j 7 N
> ~ '
0 N N
0 '
1] ~~ .f] L E O N C C C (n (n
U
~ 01 D7 O O
C C W W
'O "O}} 7 7 7 7 N
O L L L L m N
E
p p 7LL E
aU N N~ C
w w w L L
N
~ C
7 7~~ 7 7~ m m N N N~~ C C LL LL
N N m m
O N
U 7 7 7 7 j~ U
w~ U a~ w m N N 0 0 0 0~
a~ a - n n 0 O
- m~~~ w O N m
~ °'
°. '~
L U U U .L'' '_' O~ C 'y ~tN .N •L. .L.~
m
N ~ ~
o a
7 7 U7 N m
~ ~ L L L~ L~
3 3 3 '
3
N N 3 i 7 g~ a n a~~
~ c a~ c c
~ ,~ m m _
3
3 3
°~ c c c c >. ~
O L ~ ~ O O ~C O O D U U 07 07
"
~ «O YO ~ a LL '~ ~°~ U N LL
m
Oa~ m m
N N`~~~ N N
7 N 0 0 7 7 "O .- = 0 0 0 N N~"O
N N L m m j j d'L
~ 7 ~
j~ a C j j~ C .C N N N ~ ~ O7 N C 'C 3 j j j j~ 3
O 7 7 7 N U7 C L y L 7 7
~ VLLLL~~LL ~~°' 3'3 '3 .°cs N U7 7 7
aaLLLL N y N N N C N
w9~~~'O lL ~6
O N N N N O
C Z Z Z C C Z C 7 N N N L L
'
'
'
LL U~ Z Z ~ C C C C Z ~
C
C
~
LL~ U~ .0 ~
O O V
7 7 7 C C
LL LL C C C C
O O O O
~~
Z Z
LL LL LL
'O ~ ~ j j
Z Z Z LL LL
- O O
Z Z ~ ~ ~ ~
a~~ 9
o ~~
C C C y0 ~O
7 7 7 C C C C
7 7 7 7
LL LL LL Z Z LL LL LL LL
O O O
Z Z Z O O O O
Z Z Z Z
oD a0NN00nN V W W W ~O
(O O0 W NOON 10 Q1 W CO 00 f~M
' 0000
OOOO
~ O 00000000)
X000000 V
~ O 00 f~
M
) l0 l0 00 f~
CO CO (0 CO ~ V V ~O 41 l{ O O r
O ~ ~ iA N ~ ~ M ~ l0 l0 f~ O
V cO CO CO ~O~~(O Ch o0 c0 aD~u7 0 0 0 ~
10~~M O~ O M O O D~
MNEflNN~ V N
EA EA EA EA EA Ei9 ffl b9 b9 fA EA Efl EA
EA M EA EA
Efl fA fA EA EH EA fA fA EA
N
C
N
~ U
E
F- a~
n U
C
_
7 N
N C 7
m
U
LL
~ ~ 7 0
~_ _ ~ N
a c
~ ~ o ~ m
` c ~
N
o ~ ~ c
O ~~ o
LL E
m
,N~ c Y
c c c~
v c "' m o a
U o a~ ~.
~ ~ c 4.
m p
-
o
o O ~ o 0 o E
:
L ~.
.
U
~ a m
p C `
E w
o N
V
N
N
N ...
~
L 0 0 0 0~
U U~ U O Q N C LL LL LL O
O
07N N._
m 'C
' O
y
Q' nm
V m~ N n U
.
c E E E 0 ~ ~ a~ c v v v ~°
c
m p,
_m
cmi °-~ ~ ~' .
C
~ >. Q 3~ ~ m
~
~
a~ m m m o ~° ' m ~ EE `.E fK -
o
c `m m m m d m ~
~ m in m ~.
~° > m ~
c in
a 7 N m
e
`
0 0 0
m d a a a~ ~ m Q o
~ ~
°
~ o
`
3 Y
c o c
~ a ° ~ ~
m a
c N~ c E m m U
Y m
~
c
7
,`
-'
U
~ ~ ~ ~ ~j
m a
i
c ~
°~ ~ ~
a~ x a
i .
~..
~ Y a
o o N
a~
m
U
o 0 o
~ rnrnrn= o cU °O-aaa m.~
o,E ~, m m
a
o m Nc9~in N ~
m
~www 7 ~
~~ y n o ~ '~ m 3 3 3 U~
~ ~
' m a
m° ~~
m ~ ~ m
a~ 3 0 0 -o LL ~
0
m a~
o
a~ m m
` a~ a~ m a~
mi~i2iioaF-a_zzz~Q c
in~at~ m
0
~
~oY~F-U~a
L Z
W
W
V
Z
I Q J
Q = Q
m w r
a
~
G N
v O U
~
w ,
z
y _
~
~ Z ~ o o ~ W o 0
LL
Z O
~ °' ~.~
~ N N d d 0~~
m
U ~
~
N N N N a m.~
N N N N N N N
O
~
W ~
" U U
~ N N N N U U
~ ~ m m o 0 o a~ a~
O
~ y y` y
m m m m ~
d Y y y y y
U U U
m m m m m a~ a~
Z d mLLILLLLLLLJddddd~~ a LLn.n.LL w iidaLLn.a~~
L L L L L L
f4 N (B (B (4 ftS
~~~~ U U~ U U U U
0 0 0 o a~ m o ~~ ~~
~ W ~ ~ ~ c~ c~ ~ ~ ca c~ ca
c
~ ~ ~ ~ ~ •~ ~~ ~ ~~ •~ ~~ ~~
u~ c~ u~ cn > > v~ > > > >
LL ~}}} Q Q} Q Q Q Q
~ a~'i ~ a`~i aNi a~'i
~ ~ ~ ~ ~ ~
~ O O O O O O O O O
N M O
0 0 0 0 0 0 0 0 0 M O
O O lC') to O O O O O
3
N O ~~~ ti O l1~ O O ~ ~
O N N N M~ ti 00 ~ H3 M
O ~ (f? EI3 Ef? Efl Efl Efl Ef? ~ d4
`~ ~
U
LL
Q
m
~ o
c
U
(0
O
O
A+
W N
O N
O N
L
~
C
C
Q C
..
Y (B O L
~
~ =
(~
W
wVJ
W >, N
L J--~ .pd L r>^~
0 VJ O
~ (n
~
U i `+
~
N
U
.~ O C X N N 3
Q
L
•` ~ ` W
O) ` ~
~_. O O N
O cv N
O
j~ °' ~" 3~ L r o
c
U O U
~ ~ O
~ d, ~ L
-
(a ~
O N +~' L fn ; N~ N L (0
+-~ •-
(n ~
O
~
ftf O
~ ~ ~ ~ L ~ 'O ~ ~ 2 a
O ~ ~ > ~ ti ~ ~ X O ppp O
~
O
N cn ~ LL
N cu ~ ~ ~ O O
~Ucncq o~~ ~ `~ o ~
i 'p "d A L L ~ U L C
•L ~L •L ~ ~ Y U ~ Y (~
~ L L L U ~(0 O O~ U>
>, >. >, (6 L i O .~ f0 ~
2 2 2 O~ H H U LL OO Q
N
U
C
N N N N N N~ O~
_
C C C C C C C C ,
0 0 0 0 0 0 0 0 LL
_ ~ ~ ~ c~4 ~ (~4 ~ ~ O
d N N N N N N N N .O
£ aa~a ao_~n= a~ m
~ OOOOOOOOm~
R ~
>, >, >, >, >, >, ~, ~, ~, c c
m ~. ~ ~ ~. :~ ~ :r ~.:~ cLa ~
D ~ ~ ~ > > ~ ~ ~ ~ ~ ~
FY 2008 REVENUE ESTIMATE FY 05 FY 06 FY 07 FY 07 FY 08
ACTUAL ACTUAL BUDGET PROJECTED PROPOSED
GENERAL FUND
AD VALOREM TAXES
5101-CURRENT TAXES 7,349,837 7,474,860 8,015,166 8,015,166 8,860,357
5102-DELINQUENT TAXES 66,474 53,892 65,000 50,000 50,000
5103-PENALTY & INTEREST 65,566 57,690 45,000 55,000 55,000
TOTAL AD VALOREM TAXES $7,481,877 $7,586,442 $8,125,166 $8,120,166 $8,965,357
FRANCHISE TAXES
5201-TXU ELECTRIC 775,974 943,812 892,263 933,754 910,000
5202-TRI-COUNTY ELECTRIC 69,654 85,963 95,000 102,109 104,000
5203-ATMOS GAS 235,814 334,347 270,000 279,061 280,000
5204-SOUTHWESTERN BELL 107,824 112,075 114,000 114,000 114,000
5205-VERIZON/OTHERS 54,623 53,150 59,500 59,500 59,500
5206-GARBAGE/RECYCLING 99,153 103,933 101,400 104,000 115,000
5207-CABLE TV 140,995 157,263 161,000 161,000 165,000
TOTAL FRANCHISE TAXES $1,484,037 $1,790,543 $1,693,163 $1,753,424 $1,747,500
SALES TAX
5301-1% SALES TAX 1,968,639 2,267,586 2,335,614 2,369,627 2,452,394
5302-MIXED BEVERAGE TAX 53,974 76,005 80,000 88,500 100,000
TOTAL SALES TAX $2,022,613 $2,343,591 $2,415,614 $2,458,127 $2,552,394
LICENSES & PERMITS
5411-BUILDING 887,041 1,278,525 1,006,396 750,000 917,929
5412-PLUMBING 125,244 126,203 122,064 79,000 124,994
5413-MECHANICAL 40,264 71,412 59,230 56,969 57,108
5414-ELECTRICAL 95,167 115,891 102,158 70,000 97,703
5416-CITY LICENSE 55,775 57,137 57,273 62,000 56,802
5417-BUILDING PLAN REVIEW FEE 125,360 247,533 155,839 164,051 167,332
5418-NEW BUSINESS 3,666 1,551 3,384 3,019 3,079
5419-ANIMAL 1,907 1,603 1,750 1,750 2,000
5420-SIGN PERMITS 5,555 8,085 6,650 6,877 7,015
5421-FENCE PERMITS 7,800 7,475 7,500 7,215 7,359
5423-FIRE PERMIT FEES 11,550 15,850 12,000 15,000 15,000
TOTAL LICENSES & PERMITS $1,359,329 $1,931,265 $1,534,244 $1,215,881 $1,456,321
FINES
5611-FINES 458,098 729,740 565,000 775,000 725,000
5612-FINES-ALARMS 1,450 31,775 35,000 40,000 38,000
5630-LIBRARY FINES 17,982 23,823 20,400 25,868 26,100
TOTAL FINES $477,530 $785,338 $620,400 $840,868 $789,100
FY 2008 REVENUE ESTIMATE FY 05 FY 06 FY 07 FY 07 FY 08
ACTUAL ACTUAL BUDGET PROJECTED PROPOSED
GENERAL FUND
CHARGES FOR SERVICES
5511-PLANNING AND ZONING 11,077 12,520 11,939 18,000 12,500
5512-PLAT FEE 21,982 28,741 21,799 22,069 21,000
5514-BOARD OF ADJUSTMENT 1,800 1,910 2,000 3,000 2,000
5711-SALE OF MATERIAL 2,500 2,650 2,891 2,900 2,500
5712-WEED MOWING 2,005 1,880 1,954 2,186 6,000
5718-ANIMAL IMPOUNDMENT FEE 4,715 4,605 3,350 4,500 3,200
5721-AMBULANCE 119,361 221,461 216,000 237,000 242,000
5722-RECREATION PROGRAM 138,650 143,635 137,625 123,864 148,524
5811-ENGINEERING & INSPECTION 94,064 107,469 80,000 118,808 80,000
5812-CHGS & REIMBURSEMENTS 7,002 3,511 3,500 6,760 2,000
5845-LOT DRAINAGE INSP FEE 31,250 36,500 30,625 16,875 31,225
5855-FIELD USE CHARGE 21,535 16,417 21,760 16,424 16,450
5873-COLLEYVILLE CENTER FEES 193,971 242,166 190,000 205,000 214,000
5874-NON-RESIDENT FEE 14,270 22,505 14,500 24,445 24,500
5875-LIBRARY BLGD RENTAL 250 60 100 70 75
TOTAL CHARGES FOR SERVICE $664,432 $846,030 $738,043 $801,901 $805,974
INTERGOVERNMENTALREVENUE
5828-DARE OFFICER REIMB 73,872 77,566 81,444 81,444 85,516
TOTAL INTERGOVERNMENTAL REVENUE $73,872 $77,566 $81,444 $81,444 $85,516
MISCELLANEOUS REVENUE
5714-SALE OF SURPLUS PROPERTY 0 22,903 10,000 0 17,000
5716-INTEREST INCOME 193,398 455,240 382,500 405,000 382,500
5719-MISCELLANEOUS 47,707 52,628 45,000 72,000 55,000
5832-ANTENNA LEASE 82,324 64,692 68,275 68,275 63,475
5866-CELEBRATE CV CONT 8,950 3,950 0 0 0
5790-USE OF AVAILABLE CASH 0 0 145,250 0 180,290
TOTAL MISC REVENUE $332,379 $599,413 $651,025 $545,275 $698,265
TRANSFERS IN
5872-T-FER FROM UTILITY FD 464,393 532,357 559,520 664,085 716,934
TOTAL TRANSFERS IN $464,393 $532,357 $559,520 $664,085 $716,934
TOTAL GENERAL FUND REVENUES $14,360,462 $16,492,545 $16,418,619 $16,481,171 $17,817,361
FY 2008 REVENUE ESTIMATE FY 05 FY 06 FY 07 FY 07 FY 08
ACTUAL ACTUAL BUDGET PROJECTED PROPOSED
UTILITY FUND
OPERATING REVENUES
5817-WATER SALES 6,935,045 9,153,333 7,152,284 6,886,684 7,232,910
5818-SEWER SALES 1,937,571 1,914,756 2,173,056 2,075,000 2,188,056
5821-SEWER INSTALLATION 34,700 48,700 22,900 22,900 22,900
5822-WATER INSTALLATION 62,635 76,840 44,800 44,800 48,000
5827-ENGINEERING & DEV 42,213 55,018 35,000 54,795 35,000
5829-SEWER TIE-ON CHARGES 12,064 12,339 5,000 8,669 5,000
5833-PENALTIES 144,905 175,263 153,730 153,730 158,342
5839-MISCELLANEOUS REVENUE 14,448 14,693 10,000 13,000 13,000
TOTAL OPERATING REVENUE $9,183,581 $11,450,942 $9,596,770 $9,259,578 $9,703,208
NON-OPERATING REVENUE
5716-INTEREST INCOME 251,080 609,072 300,000 350,000 245,000
5790-USE OF AVAILABLE CASH 0 0 0 0 337,000
TOTAL NON-OPERATING REVENUE $251,080 $609,072 $300,000 $350,000 $582,000
TOTAL INCOME $9,434,661 $12,060,014 $9,896,770 $9,609,578 $10,285,208
FY 2008 REVENUE ESTIMATE
DRAINAGE UTILITY FUND
OPERATING REVENUES
5942-DRAINAGE FEES
5833-PENALTIES
TOTAL OPERATING REVENUE
NON-OPERATING REVENUE
5825-INTEREST INCOME
5790-USE OF AVAILABLE CASH
TOTAL NON-OPERATING REVENUE
TOTAL INCOME
FY 05 FY 06 FY 07 FY 07 FY 08
ACTUAL ACTUAL BUDGET PROJECTED PROPOSED
663,925 806,201 825,636 825,636 846,036
10,610 12, 048 14,449 14,449 14,806
$674,535 $818,249 $840,085 $840,085 $860,842
19,079 39,940 31,500 31,500 31,500
0 0 0 0 377,883
$19,079 $39,940 $31,500 $31,500 $409,383
$693,614 $858,189 $871,585 $871,585 $1,270,225
We are pleased to present the proposed FY 2008 Combined Annual Operating
Budget for the City of Colleyville. This document represents our continued
commitment to prudent fiscal management while enhancing services to improve
the quality of life and meet expressed needs by our citizenry.
While the proposed budget does not fund all departmental requests, it meets the
Council's priorities for service improvements identified during the May 1, 2007 mid-
year budget update and the June 14-15, 2007 budget planning work session. The
proposed budget has been formulated by reflecting on a philosophy of:
/ Providing solid core governmental services with quality service;
/ Valuing our employees;
/ Remaining fiscally sound;
/ Pursuing opportunities to partner with other public providers; and
/ Effectively allocating resources to meet citizen needs.
Striving towards our commitment of effective community involvement, a summary
presentation of the proposed budget was placed on the City website and cable
channel. The proposed budget will be presented to City Council on September 4,
2007 for the first ordinance reading. The second ordinance reading for City
Council approval will occur on September 18, 2007.
One of the major emphases in the proposed budget was the enhancement of our
performance measures. Performance measures provide valuable information
regarding the demand, workload, efficiency and effectiveness for each budgetary
program. They provide excellent measures of accountability for budgetary
resources and tell the community what it receives for the resources spent. We
made a major effort this year to provide more measures of program effectiveness
and fewer workload measures. Effectiveness measures (sometimes called
outcome measures) indicate how well each program is actually doing in meeting
its intended goals. A number of the measures we added this year are starting to
be used in other jurisdictions as well, which will improve our ability at some point to
compare ourselves to others and use these statistics as benchmarks of our
success. Of course, no two communities are alike and caution must be taken
when making these comparisons.
The preparation of the proposed budget is based on our commitment and
philosophy of budgeting for outcomes (BFO). To move away from the traditional
method of incremental budgeting and engage in a more responsive process was a
collaborative effort between Council and staff -Council set the priorities and staff
from all parts of the organization playing an active role in identifying innovative and
cost-efficient ways to meet these priorities. The BFO process is instrumental in
addressing the fundamental question:
How can citizens get the most value for city services?
The goal in our BFO efforts is to better align the services delivered with the things
that are most important to our community. The reality of any budget is that it
consists of a collection of purchasing decisions. The Council, on behalf of the
citizens, set the price that community members are willing to pay for local
government services. Council, using citizen input, determines the various
outcomes in attaining the prioritized wants of the citizenry. Staff plays a critical
role in guiding the process, ranking and recommending purchasing proposals
pursuant to Council priorities.
In more simple terms, embracing a philosophy of BFO, it changes our perspective
from a "list of accounts to a map for the future." Using a BFO approach, the
budget building process includes four key components:
^ Determine the price of government in identifying how much revenue will
be available,
^ Determine the priorities of service by identifying what results matter
most to our citizens,
^ Decide the price for each priority result by identifying how much should
we spend to achieve each result, and
^ Decide how best to deliver each priority result at the set price by
identifying how we can BEST deliver the results that our citizens expect.
Both May's mid-year budget update and the Council planning session in June
serve important points in guiding staff to the service issues most important to the
citizens. Certainly the June planning session led the way in directing staff in
appreciating the supporting needs in our focus towards the key outcomes
identified by Council as we prepared to begin work on the proposed budget.
Drawing from the input and direction provided by the Council, management met
with the mid-level managers and department managers to set the expectations of
service enhancement for the ensuing year. In setting out the charge for preparing
recommendations for the proposed budget, staff's attention was drawn to the five
broad Council outcomes identified at the June planning session.
A cross section of departmental employees was selected to serve on a peer
budget committee to review the various proposals for service program
enhancements. The committee ranked the proposals according to priority until
available funds were allocated (spent). Combining the input provided by the
Council during the June budget planning session, we were better able to assess
proposals that ranked within available resources to prepare the proposed budget.
Final output is a budget that reflects Council priorities and delivers service
efficiently for our customers (citizens).
Make Colleyville more prosperous through economic development efforts.
General Fund
Having an effective and proactive communications and outreach plan helps the
organization communicate to our stakeholders in a more compelling manner
about issues of importance. As a result, the discipline in our communications
program is highly specialized involving the need to convey specific messages
to varying targeted audiences. To augment current staff time, the proposed
budget provides $20,000 towards using various communication consultants for
projects throughout the year. Special events and festivals bring substantial
visibility and economic impact to the City, and this budget proposal contains
several recommendations that support existing venues or events as well as
new programs. In addition to Celebrate Colleyville $10,000 funding from
Council contingency for a total of $45,000, funding is proposed to be increased
by $20,000 for the Old Time BBQ, Colleyville Garden Club garden tour, and
various concerts.
Colleyville Economic Development Corporation (CEDC)
Similar to the last two years, allocation of $80,000 by the CEDC will go towards
general marketing and promotion of the City. To continue raising the City's
identity and garner exposure regionally and nationally, the proposed budget
recommends funding $230,000 (CEDC $215,000; General Fund $15,000)
towards the design and installation of monument marker at various City entry
points as well as development of a branding program. These combined
strategies will help the City achieve its short and long-term goals related to
economic growth and vitality for Colleyville.
Public Art Fund
An exciting initiative being kicked off this year is the development of a
community public arts program designed to reinforce Colleyville as the center
for culture, art and entertainment for the larger area. In support of these
efforts, $60,000 is provided by the General, Utility and Drainage Funds along
with the CEDC each contributing $15,000 to the Fund. The inaugural year
calls for placing a piece of art work as part of the opening of the new Central
Fire Station. Subsequent years will provide for art pieces being located in City
owned locations with high public visibility.
Ensure fiscal integrity and stewardship of the City's financial planning.
^ General Fund
During the past year, staff evaluated various software programs with a focus to
providing online issuance of building permits. The result of this study staff has
found an interactive web based program that is used by a number of area
cities. The budget allocates $70,000 towards the lease purchase of the
program (three year payment). Acquisition of the program enhances
accounting interaction by the Finance Department, meeting specific goals
established by the auditor.
^ Utility Fund
Following the work this year of developing specifications for software needs,
staff has identified a budget of $400,000 towards the purchase of a complete
financial package for the City. The proposed budget provides $150,000
funding toward the initial acquisition of the software with $250,000 towards
remaining lease-purchase payments in fiscal years 2009-2011.
Enhance the promotion and preservation of natural resources.
^ General Fund
Continuing a focus on the environment, the proposed budget provides funding
towards the Neighborwoods tree planting ($10,000), household hazardous
waste collection ($9,500) and the Clean Sweep semi annual collection
($10,000) programs. Additionally, the City has allocated funding to contract
with an arborist ($10,000) to assist and advise staff on development and
impact on trees.
^ Utility Fund
Through effective oversight, the cost of purchasing potable water from our
wholesale provider does not result in any increases for the upcoming year.
Proposed adjustments to operating cost are mitigated within the overall
proposed budget to account for rising energy costs necessary to pump water to
higher elevations; rising chemical costs for treating drinking water; higher fuel
costs; ongoing infrastructure maintenance costs; labor-related costs, and
compliance with more stringent state and federal water quality regulations.
The target for water conservation is landscape irrigation and it is anticipated
that a high unit cost for large volume users and direct contact with homeowners
will result in decreased water usage.
The proposed budget allocates funding for the purchase of hybrid electric
vehicles (HEV). The purchase of HEVs is part of an initial test pilot program for
evaluation in proceeding with an alternative fuel vehicle program. The focus of
the program is two fold: reduce annual fuel costs while working towards
keeping the environment cleaner. This evaluation is important based on
current average gas prices and assessment of time necessary to recover the
extra money paid for the HEV. Funding has been allocated to purchase a HEV
sedan at a cost of $21,000. The vehicle will be purchased for a utility meter
reader whose truck will be rotated within the department as part of our vehicle
replacement program. Additionally, we are planning the purchase of two HEV
mini-SUV's ($24,500 per vehicle). The acquisition of these vehicles will allow
the rotation of current trucks back into the fleet as part of department vehicle
replacement programming.
Enhance the maintenance & reconstruction of city infrastructure.
General Fund
The estimated useful life of asphalt overlay is eight to twelve years depending
upon traffic volume and road base condition with the City having 300 miles of
paved roadway. Unfortunately, maintenance funding was substantially
reduced nine years ago. This has exacerbated the City's street infrastructure
maintenance backlog. A consistent focus by the Council has been to rebuild
effective funding levels. Given the need in this area, the proposed budget
increases the Street Maintenance program to $1,000,000 which will continue to
aggressively address our infrastructure maintenance needs.
In meeting this funding commitment, additional funding will be provided by the
General Fund ($20,767) and the Utility Fund ($179,233 - 1 % franchise fee).
This combined funding allows the City to address an additional 5.14 miles of
roadway during the year resulting in a 16% increase in service. To maximize
street maintenance, the City will continue its partnership with Tarrant County.
The County has phenomenal street overlay capabilities and has shown a
strong interest in assisting our maintenance program.
In addition to increasing street maintenance, the proposed budget
enhancements reflect a $15,000 increase toward sidewalk repairs. This
supplemental funding will increase effectiveness by expanding sidewalk
funding to $50,000. Future budget development will continue this focus with
meeting the goal of funding an annual $100,000 sidewalk program by 2012.
Utility Fund
In the area of equipment, the proposed budget provides for the acquisition of a
backhoe and a concrete mixer truck. The replacement of an existing backhoe
($67,000) will on average reduce annual maintenance repairs by $3,400 and
increase lost productivity by 106 hours. Acquiring the concrete mixer truck
($80,000) will enhance productivity by 150 hours yielding an in-kind value in
service performance by $13,810.
The proposed budget recommends the City begin a program of funding
supplemental street resurfacing to 4% right-of-way rental fee paid by the City's
Utility Fund to the General Fund. Adjusting the current franchise fee will
generate an additional $179,233 towards our focus in growing pavement
maintenance.
Over the years, as the City has developed its potable water system, reliance in
the use of ground water wells has dissipated. This move from ground water to
lake water supply has been driven by increasing the taste-quality of water,
improving the supply demand capabilities, and diminished availability of ground
water. State regulatory requirements imposed by TCEQ require that the Utility
Department close six potable water wells requiring an allocation of $160,000 in
the proposed budget.
The proposed budget allocates $40,000 for the acquisition of a trailer mounted
vacuum excavator offering greater flexibility in making utility repairs in close
quarters with other facilities (particularly fiber optic lines). Additionally, the
proposed budget recommends the purchase of a truck mounted sewer
inspection system ($75,000). This equipment will allow for more thorough
sewer line inspections that may decrease the potential of overflows.
^ Drainage Fund
Facing continued service outages due to repairs (114 hours during the past
year) the proposed budget provides $77,883 for replacement of a backhoe. It
is anticipated that the acquisition of this equipment will enhance work crew
productivity by 13%.
Effectively utilize and promote Colleyville's paid and volunteer human
resources.
Colleyville strives to be a model entrepreneurial - high performance
organization in meeting the service delivery to our customers. The City's
employees are the greatest tool to deliver high quality programs and services.
The Council's compensation commitment allows for the retention and
attraction of high achieving employees that contribute to our entrepreneurial -
high performance organization model.
Focus group meetings with employees identify a desire for an intranet to
enhance overall communications. Having an integrated and interactive
intranet will avail both human resource staff and employees broader and
greater capabilities. Examples of the intranet will allow employees to obtain
and file health insurance claims, make application for employment, respond to
other time sensitive documentation and is the first step in moving toward
paperless/electronic personnel files. The proposed budget allocates $10,290
to develop an internal website.
Maintaining an investment in staff is an important component in the
development of the proposed budget. This 6% performance based merit
adjustment will cost the General Fund $304,630, the Drainage Fund $14,925
and the Utility Fund $77,217, inclusive of retirement and taxes. Funding a
performance based merit program at this rate will enable the City to offer
employees a merit adjustment range of 2% to 8%. The City's compensation
program does not provide for COLA, step or across-the-board increases.
Employees have embraced a new concept based on a model of
entrepreneurial -high performance "Pay for Performance" system that steers
away from the "government employee entitlement mentality". To keep pace
with the market, public safety personal salaries are proposed to be adjusted by
$150,000 to maintain market equitability and movement in entry salaries. Also
provided is our strong attention in employee benefits with continuation in
funding employee dependent insurance at 75% to maintain our overall
competitive position with the peer cities.
The total cost for the insurance program is $1,678,302 for the FY2008 Budget.
This amount includes health, dental, life, long-term disability, COBRA and
flexible spending account administration and the wellness program. Of this
amount, $1,365,019 is funded through the General Fund. Citywide, the annual
health insurance premium for employee only is $426.59 and dependent
insurance will be $865.96 this year. The dependent premium is split with the
City paying 75% ($649.47) and the employee paying 25% ($216.49). Coupled
with the early success in our employee wellness program and an engaged
employee insurance review committee, we were able to negotiate no rate
increase for employee health insurance.
In addition, the City participates at the premium level in the Texas Municipal
Retirement System (TMRS). Under this system, the City matches the
employee retirement contribution at a 2 to 1 ratio. The City is at the maximum
contribution rate and annually provides updated service credit adjustments to
maximize the employee retirement potential. Funding for participation in the
TMRS program is $927,283 (11.79% of payroll) for the General Fund.
The City also provides workers' compensation coverage through the Texas
Municipal League (TML) for all employees. Staff has worked diligently to
control costs by participation in a citywide safety program. This program
meets on a monthly basis to review trends, address safety issues and
coordinate safety training and awareness efforts. This program has proven
effective by lowering premiums over the last three years. This year the City
received a slight increase of 4.34% or $57,477 in the General Fund due to a 5-
year review of overall loss ratios to contributions.
Focusing on efforts to reduce employee health and workers' compensation
claims, the City implemented in FY2005 a wellness program, Fit and Well in
Colleyville. This is voluntary program that encourages employees to evaluate
overall health and work towards improvement. Due to this program we have
seen individual employee results including weight reduction, decrease in
prescription medication, increased physical activity and nutrition. The program
offers a variety of elements such as on-line health assessments, individual
coaching for improvement, seminars, challenges and disease management.
This past year the City enhanced the program by offering Naturally Slim, a
weight loss program. Through this program eighteen participating employees
had a combined weight loss of 450 pounds in just ten weeks. The long-term
goal of the wellness initiative is to contain and control escalating insurance
costs through improved health and wellness of our employees. The proposed
budget funds $22,000 towards the cost for this program.
Develop, expand and promote leisure activity opportunities for the citizens.
^ General Fund
In response to the direction provided in June by the Council, the proposed
budget attempts to achieve our long term vision in expanding the operations of
the library, Colleyville Center and parks system. In meeting this goal, we have
carefully allocated limited resources while making strategic funding and staffing
adjustments.
The proposed budget recommends an addition of four part-time library staff
members. This staffing adjustment is needed to meet current and projected
service demands of patrons while also working towards enhancing the
turnaround of check out materials by 50%. In the area of capital expenditure,
material acquisition is funded by our proposing an additional $50,000 from the
General Fund to augment $140,000 generated by the citizen's voluntary library
donation program. The General Fund contribution is recommended to be
increased by an additional $25,000 per year towards a goal of matching dollar
to dollar funding provided by citizen donations.
In celebrating the tenth anniversary of the Colleyville Center, annual use of the
facility reveals just over 650 rentals. Recognizing the emerging competition
with area facilities, it is important to assess and value expanding opportunities
for the Colleyville Center. Funding for the upcoming year provides $100,000
towards the development of preparing arenovation -expansion study to guide
in the growth of the facility.
McPherson Park will open in 2007-2008. To maintain this new facility, two FTE
staff and a vehicle are proposed to be added to the Park Department.
Additionally, $17,350 has been allocated for general maintenance for the new
park. Continued attention to the development of the Colleyville Senior Center
is directed towards allocating $30,000 for an acoustic study.
Utility Fund
Growing from Council discussion earlier this year, design of the remaining
phases for McPherson Park is scheduled for the upcoming fiscal year. Current
construction estimates provide a funding of $2 million. In an effort to position
the City as a leader in sustainable design and set a community standard of
environmental, economic, and social stewardship, approximately 60% of the
remaining park improvements will be directed to developing a low water
tolerant demonstration botanical garden with funds being provided by the Utility
Fund. Plans call for the botanical garden being styled somewhat after the LBJ
Wildflower Center. The Colleyville Garden Club will be partnering with the City
in hosting community education events along with various community activities
in support of making the park a destination visit for the greater area.
CEDC
With the opening of the Colleyville Senior Center in FY07, there has been
increased demand for senior citizen activities. In meeting the 134% growth in
Senior Center patron activities and the 225% increase in senior citizen
attendance, a Senior Center Supervisor is proposed for funding to support
continued activity at the Colleyville Senior Center.
Continue Colleyville being a safe and secure community.
General Fund
Public Safety remains a top priority among Colleyville residents, and the
Council, likewise, has made clear its commitment to maintaining a strong
Public Safety core. Police and Fire have maximized limited resources to
ensure overall safety, effectiveness and efficiency. However, increased
demands from expanding service areas, a growing population and prior budget
restrictions have impacted service. Anew initiative to be developed during the
year, with budget funding for 2009 will be the formation of a Citizen Corps as
an expansion of volunteer resources generated by the Police and Fire citizen
academies.
The proposed Police Department budget provides for the addition of one
communications position ($45,602) to support the daily operations and quality
assurance functions in the Communications Division. In the area of school
safety staffing, the addition of two new crossing guard positions ($8,120) are
proposed for the opening of a new elementary school.
Fire Station 3 and a new Central Fire Station come online at the start of the
fiscal year. The new substation will be temporarily staffed by personnel from
Central and Station 2. The $17,000 additional funding for these two stations
will result in maintaining the City's commitment of fire and emergency medical
response to five minutes or less 90% of the time. In support to the opening of
a third fire station, the proposed budget allocates $11,675 towards the
promotion of three lieutenants. A Fire Department staffing plan was approved
by the Council this current fiscal year detailing planned acquisition of an aerial
ladder truck ($1,000,000) and the hiring of twelve fire fighters by 2012.
Colleyville Crime Control Prevention District (CCCPD)
Two new sworn police officers are recommended for funding by the CCCPD
budget ($131,176) to help meet identified priorities in the Police Department.
This addition may result in some improvements in response time to Priority 1
calls and property crimes resolution.
Recognizing the importance in providing effective and reliable communication
capabilities, funding is offered towards the acquisition of hand held radios. In
meeting this need, the proposed budget provides $30,000 for the purchase of
10 radios.
Drainage and Utility Fund
The proposed budget allocates $300,000 towards an early warning system
that will alert both public safety personnel and motorists of rising flood waters
The early warning system will be placed at the following four low water
crossings: the eastern end of Oak Knoll Drive near the Jackson Road
intersection, the western end of Oak Knoll by the Little Bear Creek basin, both
ends of the Martin Parkway bridge, and on Jackson Road near the Sherwood
intersection and the Shenandoah Place intersection.
In developing the proposed budget, significant focus went towards it representing
a series of balances constructed between revenues and expenditures and
between prioritized operational needs and long-term community investment
strategies. We strived to develop the document as a means to review past
accomplishments, identify future needs, set objectives for the coming year, and
define the purposes and resources to achieve those objectives. In meeting these
various purposes in preparing a budget, both the community and the organization
are able then to use the document as a management guide, planning document,
and a financial report.
Revenues
The development of the proposed budget started with an evaluation of available
revenues. Major revenue sources ad valorem taxes, sales tax, franchise tax, and
permit revenues.
Property Tax
The major budgetary issue in preparing a budget each year is the setting of the
property tax rate. Once the roll is received in late July, the tax rate is determined
based on both 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 main source of income for the City is property taxes, which account for 50% of
our total revenue. The Tarrant Appraisal District has rendered Colleyville's
property valuations for 2008 at $3,373,307,323, which includes the TIF District
valuation of $210,634,908. The valuation of non-TIF property increased by 8.47%
of which 6.20% was for new construction and 2.27% was for re-valuation of
existing property. The TIF valuation is 28.2% higher overall than last year's
valuation and 377.8% from base year 1998.
As submitted, the FY 2008 Budget provides for a property tax rate of $0.3559 per
$100 value to support a property tax levy of $11,255,951. The tax rate is
comprised of Operation and Maintenance of $.28299 and an Interest and Sinking
rate of $.07291. The latter component provides funding for retirement of the
annual debt obligations. Reviewing the peer cities, the property tax rate has
Colleyville currently ranked lowest which we do not anticipate changing with the
adoption of the proposed budget.
The proposed property tax rate will adjust the average homeowner's tax bill by
8.9% compared to this year's tax billing. The average homeowner will see a
property tax payment adjustment of $109.34 to support city services, which
equates to $0.30 per day.
Budget
Year Average
Pro ert Value Property
Tax Rate Property Tax
Pa ment
2007 $352,915 $0.3474 $1,226.03
2008 $375,211 $0.3559 $1,335.37
Sales Tax
The second major financial consideration that guides the development of the
budget is the growth of sales tax revenues. The City collects a total of 2% sales
tax: 1 % for General Fund and the remaining 1 % allocated for two '/2 cent special
purpose districts. Growth in revenue is projected to continue a strong and
moderate growth of 5% on average over the next twelve months.
Expenditures
The following illustration shows where the City will spend the tax dollar for the
upcoming fiscal year. For example, public safety expenses and programs
represent 43% of the total available expenses for the upcoming year.
ruut,e ~ u.~~
SEAM ;]
I `' I
Public Works $ 0.12
Engineering /Bldg. Insp. $ 0.05 ~'
Finance /Court $ 0.04 ~
Community / Eco. Dev $ 0.05
Pay for Performance $ 0.02
The Utility Fund is a proprietary fund structured and operated as a stand-alone
business or enterprise. For budgeting purposes, the Fund segregates the
operating expenses and debt service in an accounting fashion similar to the
General Fund. In accordance with Generally Accepted Accounting Principles
(GAAP), this Fund uses a full accrual basis of accounting that combines the
accounting of long-term assets and liabilities with operating expenses and
revenues. As a stand-alone Enterprise Fund, the Utility Fund pays its share of
overhead costs as a reimbursement to the General Fund. The Fund also makes a
franchise fee payment to the General Fund.
Revenues
Combined Utility Fund revenues total $10,285,208. Water sales account for 70%
of this amount and sewer revenues account for 21 %. Interest, tap fees, use of
available cash and miscellaneous revenues make up the remainder. In early FY
2009 debt will be issued for the scheduled $5 million for State Highway 26 utility
relocation improvements. Rates will be reviewed as a part of the FY 2009 budget
process for adequacy in meeting the rate structures 1.5 times coverage factor.
Expenditures
Utility Fund expenditures total $10,090,389 for the proposed budget. The largest
component, 48% of the Fund, covers the contractual obligation for water and
wastewater to the Trinity River Authority. As part of the program to repair and
rehabilitate the utility system, the budget continues funding the annual meter
replacement program at a cost of $75,000.
The following illustrates the distribution of expenses for the Utility Fund.
Debt Service
Transfers 1
Billing ~ 6%
Administration ~ -~~~ - 2%
Pay for
Performance ~ 1%
The City budgets for debt service in two separate Funds -utility and tax supported
debt service. The Utility Fund's times coverage ratio of 1.20 is effectively met with
a projected 1.50 ratio with the current rate structure.
With the successful passage of the 2005 General Obligation Bond Election, the
City issued related debt this current year for fire station facilities. Through careful
fiscal planning, the Council was able to minimize adjustments for the debt portion
of the property tax rate by only $0.00085 per $100 value. This is $0.00015 below
the rate presented to Council in November 2006.
The City's bond ratings are further evidence of Colleyville's financial strength. In
2002, the City received an upgrade in its General Obligation bond rating from
Standard and Poor's from "AA" to "AA+. Avery strong tax base growth coupled
with a low tax rate, strong financial performance and substantial cash balances are
the primary reasons for the bond rating.
The Waterworks and Sewer System and the Drainage System revenue bonds also
received a rating upgrade in 2003 and 2007 respectively. Standard and Poor's
upgraded both the Waterworks and Sewer System revenue bonds from "AA-" to
"AA". 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. A
credit ranking for outstanding debt means the City's bonds are considered to be of
superior investment quality, meaning lower interest payments. With a population
of only 22,500, Colleyville is in a peer of only five other Texas cities (average
population of 200,000) with this magnitude of bond rating.
The Colleyville Economic Development Corporation's rating by Standard & Poor's
on its outstanding debt was increased from "A-" to "A" two years ago. The
increase in the rating was based upon a strong debt service reserve and improved
maximum annual debt service coverage due to greater sales tax revenue.
The planned debt sale for SH26 related construction will be provided by the TIF
District. FY2007 cash balance for the TIF has $2.8 million cash balance allocated
towards needed funding. Given the planned retirement of the TIF District in 2019
and planned debt issuance in FY2009, staff anticipates an annual debt obligation
of $1.3 million.
In 1993, the Council adopted a monthly fee to assess against residential and
commercial utility billing accounts for stormwater management. The Stormwater
Drainage Utility Fund keeps up with the increased operation and maintenance of
the City's drainage system and addresses federally mandated requirements for
stormwater systems.
This fund is designated to help the Public Works Department maintain streets,
sewers and drainage ditches to manage runoff from commercial and residential
development. A Drainage Department was previously established to account for
related personnel and operating costs.
The Fund receives $846,036 annually from .the collection of the monthly fee.
Annual debt payments for the outstanding bonds comprise $262,205. The
remaining funds are allocated for 6 staff positions and $560,811 for miscellaneous
projects. The miscellaneous projects funding also includes the previously
mentioned purchase of an early warning flood system that will be installed at four
locations and purchase of a backhoe. This will be the fourth year budget that
began annualized funding of a lease payment of $14,789 for the acquisition of
related equipment. The drainage bonds require a coverage ratio of 1.20 times
annual debt service, approximately $314,646 annually.
SPECIAL DISTRICTS
The Council continues to be innovative in evaluating financing options for various
City programs. Programs implemented, to date, include:
Colleyville Tax Increment Financing District:
The Tax Increment Reinvestment Zone (TIRZ) District was created in 1998.
The primary goal of the District is to encourage quality commercial
development in the City. The District boundaries predominately occupy
property located along State Highway 26, comprising 633 acres of land area.
The base value for the District was $75,821,735 in 1998. Incremental values
subsequent to January 1998 are taxed at the City's adopted property tax rate.
However, the ad valorem revenues are utilized within the District rather than
being allocated to the City's overall budget. Overlapping taxing entities,
including Tarrant County, Tarrant County College District, Tarrant County
Hospital District and the Colleyville Independent School District participate at
varying levels in the District by assigning their ad valorem tax dollars.
The incremental value for FY 2008 (tax year 2007) is $210,634,908, an
increase of $46,274,992 over the valuation for FY 2007 (tax year 2006). Initial
planning projections provided that the anticipated incremental property
valuation for the District would be $129,900,600 for the upcoming year. The
actual value is an $80,734,308 (62.15%) increase over the original 1998
projection.
The debt service payment for the coming year is $737,660 for bonds issued for
District projects. Additionally, expenditures are anticipated for payment to the
Villages at Colleyville and The Town Center at Colleyville for developer
infrastructure as a result of Board and Council incentified approved projects.
• Colleyville Crime Control and Prevention District:
The District was created by voter approval in 1999, with oversight of funds
assigned to the Board of Directors composed of the Council. State law
provides that a District's life is limited to five years, unless voters continue the
District by approval of a referendum. In September 2003, Colleyville voters
approved continuation of the District for an additional 20 years.
Expected revenue from the special purpose sales tax, use of funds generated
from prior years coverage ratio and related interest income for the proposed
budget is $1,148,073. The budget provides funding for the annual debt for the
Colleyville Justice Center, compensation for police staffing, acquisition of
vehicles, and various minor capital with total expenditures of $947,474.
• Colleyville Economic Development Corporation:
Authority for the Corporation is provided by State statute as a 4B Corporation.
The 0.05% sales and use tax approved by the voters in August 1996 has been
an important resource in our capital improvement program for community
related facilities. Expected revenue from the special purpose sales tax, use of
funds generated from prior years coverage ratio and related interest income for
the proposed budget is $1,436,205. The CEDC Board will meet in August to
approve the proposed budget. Funding provided by this special sales tax
historically has been allocated to community development initiatives (i.e. parks,
libraries, city hall, etc.). Consistent with state law, some moneys will likely be
allocated by the Board of Directors for economic development efforts for
festival and marketing efforts.
Our local economy has remained robust for the last several years. During this
period, the Council has 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 in city budgets, facing long
term fiscal challenges is a reality for most cities in Texas.
Property tax revenues could be adversely affected in future years if state
legislative efforts are successful in decreasing the current 10% cap on residential
appraisal growth. Growth caps of 3% and 5% for local government property
appraisals have been discussed.
On a percent of growth basis, expenditures are simply rising faster than revenues.
This is because the major components of costs in our budget are labor,
construction and energy, which are the components with the greatest inflationary
pressures. As the Legislature continues to threaten voter approved limitations on
mill rates and tax revenue growth, abilities by a Council to keep pace with inflation
will become more paramount. The most immediate means to adjust for this is
through continued economic development efforts.
A benefit in a city reaching complete build out is the efficiency in collecting the
maximization of revenues. For a city like Colleyville, this brings about some
unique challenges. Colleyville is landlocked and is almost entirely developed.
This means it has very few opportunities for true growth. This obligates the City to
maximize the economic opportunities within its very limited available commercial
land and zoning. The city is 62.2% zoned and 61.6% developed as residential
with only a very small 9.6% of the land zoned for commercial activity. Prudent and
judicious consideration must be made regarding its future use. It will be incumbent
for us all too guardedly review all proposals for conversion of this limited
commercial space to non-commercial uses or less productive commercial use.
To effectively and efficiently meet the needs of our citizens, innovation and
continual improvements by the organization are the norm. Colleyville's ability to
provide excellent public service for our citizens is due to the dedication, skills and
talents of not just our elected officials and volunteer board members, but as much
by our excellent employees. Their devotion and commitment to this community
are shown each and every day. Compensation study after study reveals that
Colleyville ranks lowest of area cities in salary. Yet at the same time, we have a
citizenry that has high demands and expectations. It is critically important that the
Council stay the course in funding our Workforce Development and Sustainability
Program over the next few years. While there will certainly be competing
challenges, continuing to grow the next five years our market salaries to 110% (for
employees with five plus years) is a must. As reviewed this past year, we can
meet this goal by growing salary through Pay for Performance merit evaluations by
implementing this year a mid point of 6% and growing to 10% by FY2011.
During the development of the budget, we have kept an eye on current and
projected economic indicators as we develop projected revenues and projected
expenditure needs. On the national level, economic data has been mixed for a
number of months. While there is some difference of opinion among economists,
recent trends indicate a slowing economy. The housing market has slowed with
decreases in home sales and prices and increases in foreclosures. Although
consumer spending has remained strong, purchases of large items, such as
automobiles, have decreased. On the positive side, unemployment remains low,
the stock market is at record levels, business investment has been recently
increasing, and inflation has shown signs of easing. The biggest near term threats
to economic growth appear to be the potential effects on consumer spending due
to the fallout from the sub-prime mortgage industry collapse and higher oil and
gasoline prices.
The Texas economy, like the national economy, is showing some signs of
weakness. The key factor is the residential real estate market. Although recent
data indicates that the drops in home sales and prices may have bottomed out,
personal income and taxable sales in 2008 are expected to increase by lower
rates than in 2007.
The economy for the DFW Metroplex, and specifically Tarrant County, is expected
to experience continued growth. Similar to the State as a whole, County-wide
personal income and retail sales are expected to grow slower than in recent years.
Tourism is expected to continue to be a strong driving force in the regional
economy.
For Colleyville, the economy is expected to improve modestly this next year. The
City is fortunate to have a very strong residential base that helps to soften the
negative effects of economic fluctuations. Continued growth is expected in
economy-driven revenues, such as sales tax, property tax and business fees.
While a slowing of home starts this current year, the prospect for 2008 is on the
upswing given the number of subdivisions expected to come online this next year.
The proposed budget is balanced and prepared in accordance with State law, the
Colleyville City Charter, ordinances and budget policies. The proposed budget
has been prepared in accordance to provisions outlined within the Governmental
Accounting Standards Board (GASB) "Statement No. 34, Basic Financial
Statements -and Management's Discussion and Analysis -for State and Local
Governments" (GASB 34).
The accounts of the City are organized on the basis of funds or account groups,
each of which is considered to be a separate accounting entity. All funds are
budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP)
basis for purposes of financial statement presentation.
Governmental Fund types use a financial resources measurement focus and are
accounted and budgeted for using the modified accrual basis of accounting. Under
the modified accrual basis, revenues are recorded when susceptible to accrual,
i.e., both measurable and available. Available means collectible within the current
period or 60 days thereafter to be used to pay liabilities of the current period.
Expenditures represent a decrease in net financial resources and, other than
interest on general long-term debt, are recorded when the fund liability is incurred,
if measurable. Governmental fund types are those through which most
governmental functions of the City are financed. The General Fund and Debt
Service Fund are examples of this fund type. The acquisition, use, and balances
of the City's expendable financial resources and the related liabilities (except those
accounted for in the Proprietary and Fiduciary fund types) are accounted for
through Governmental Fund types.
Proprietary Fund types are accounted and budgeted for on a cost of services or
"capital maintenance" measurement focus, using the accrual basis of accounting.
Proprietary fund types operate in a manner similar to private business. The City
utilizes only the enterprise fund type. Under the accrual basis of accounting,
revenues are recognized when earned and expenses are recognized when
incurred. For purposes of this budget presentation, depreciation is not displayed
and capital expenditures and bond principal payments are shown as uses of
funds. The Utility Fund and Storm Water Drainage Utility Fund are examples of
this type of fund.
Exceeding national standards for GASB 45 (disclosure of unfunded health
benefits), management recognizes the funding gap towards both pension and
accrued vacation benefits. For the current year, the Texas Municipal Retirement
System reports that the City of Colleyville has $2,252,326 liability towards its
overall obligation of $22,297,535 for fully funded pension requirements. Similar to
pension funding, the anticipated vacation leave payments for General Fund based
employees either leaving the service or retiring from the City is $523,823. Any
cash payments for either the pension/vacation accrued liabilities would be covered
as part of the Restricted Fund Balance for the various funds.
Although it is likely that Colleyville will face future budget hurdles, the City has
been consistently recognized for its judicious management of financial resources
to support the wide array of services and programs provided. The famous
Chinese philosopher, Confucius, said that "there is good government when those
who are near are made happy and when those who are afar are attracted." With a
dedicated workforce and a steady and diverse revenue base, the City of
Colleyville, continues to be in an enviable position of delivering municipal
programs and services that our residents can be proud of, and that make
Colleyville a desirable location for residents, businesses and visitors.
As always, staff will continue to be diligent in its review of City finances in order to
assist the Council in making decisions that will ensure the fiscal viability of the
government. Additionally, staff will continue to evaluate and improve business
practices in an effort to find efficiencies while also looking at regional synergy and
collaborations to reduce ongoing costs.
The proposed budget is presented for your consideration with the commitment and
confidence that it effectively funds the varying needs of the community. We look
forward to working with you on achieving all the goals set forth in the proposed
budget.
This document provides a strong financial plan while ensuring a superior level of
municipal services to our citizens. We feel confident that the projections and
estimates are conservative yet reasonable and accurately reflect anticipated
revenues and municipal needs.
Over the past several years, through the vision and leadership of the Council,
dedication of each of our employees and our partners throughout the community,
Colleyville has truly evolved into a city rich in opportunities and community
resources. We are surrounded by phenomenal residential and commercial
development, robust economic activity with our retailers, and expanded
environmental programs to clean our air. Furthermore, the City has resources to
continue protection of our neighborhoods; continued expansion of open-space and
recreation opportunities; a strengthened police force with new equipment and
additional patrol officers keeping our streets safe; new fire station facilities and
more residential street and sidewalk repair work scheduled than ever before.
These new assets will begin to pay dividends through increased property and
sales tax revenue to fund essential services, cleaner and safer streets on which
residents and businesses can thrive and economic opportunities to provide
resources and quality of life for our growing workforce.
Underlying all of this success is a unifying commitment across the organization to
exercise fiscal discipline, deliver services with maximum efficiency and provide
improved results to the entire community. We will undoubtedly be continually
challenged to maintain a structurally balanced budget once it is achieved.
However, as we grow our base of resources, and continue to align our
organization around core services with continued fiscal prudence, we will be able
to better ourselves as a community for years to come.
Preparing the proposed budget was a tremendous undertaking. It is important to
acknowledge the efforts of the dedicated staff that worked resolutely to formulate
fiscally responsible proposals. Together, the City will continue to plan prudently by
following the strong financial management principles espoused by the Council,
and 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.
In summary we pledge our time and talents to achieve continued excellence for
the citizens we serve.
M~~ I~ 0 M O O N N O O ~ M 0 N O O N 0 0 0 M
N O N 0 N N N '~f ti ti~~ 0 N~ ~- N O M In N 0 0 0 M
J N CO 0 0 0 0 ti
0 ~' O) 00 ~ O CO N O O N M 00 0 N N~ ~
Q _
~ O N O~ ~~ O O ~~ O ~
0 ~
~ N ~ I~ 0 CO f~ N N
F- _
_
O ~ (O ti O O ti 0 O ~ ti N ~ W M~ 0 0~ f~ M ~ In r
O O '~ ~~~ ~ CO to N C O to ~ M N~ N N ~ M N M ~ ~- a0
H M '~t ~ ~ 1~
C J '„ O O O O O X 0 0 COO O O O O O L~ O O O O
O
N F- J O ~~ O B O O
O
~ d~ ~ A N N N O S
~
~
v
W O
~
J
fA M f~ ~ O M M ~ M N O ~ O O~
O O O
0 CO
'
Q W X 0
M M O M Lf
) O N M O O M 0 M
M In 6J r O N I~ 0 0 0 0~ ~
0 0
~~
CO N N
fA d M O O ~ ~ N CNO 0 ~ ~ ~ 000 (00 C~O ~ ~ O 0 ~ O)
LL d ~ ~
F ~
N
W
Q J O M O~ ~ r N O~
~ CO 0 ~
i~ O 0
~
M
_
O ~~ 0 0 0 O 0 0 0
00 M
0
'
~
~ ? ~ ) ~ N M I
~ ~ ~
O 0 ~ ~ O ~ O ~ ~ 00 M O ~ t!
m H W M M ~ 0 ti M N O O O~ 0 0 0
N O
O
p
U U Lf)
0 M
0 In M O B CO ~ i.1~ 67 M ~ ~ a0
M O
~ O CO ~ f~ N ~
~
~
~ ~ CV
~
m
0 a zy
N
O
~ ~
Q d J O 0 ~ ~ ti N O M CO I` 0 CD M G M O
' f~ M
M O
LLJ W O M N 0~ I~ 0 O N 0 0 0 d
0 O
O
Z ~ 00 ~ ~ t~ M 0 M ~ ~ ~ W ~ O N ~ ~- ~ C
O
Z O 0 O V O A CO N~ M~ f~ rt O
O CO
N 0
_J 0 O M M M M N N N 00 ~ O ~
M O
a ~ ~ M~~ M ~ V N f~ ~ f~ CO ~ N N N ~ ~
V ~ N M
(n W
a
~
~ _ _
O
0 O
M
0
~
F-
J M O M~ 0
N
CO L(') 00 N N O~ lA N
M 0 N
0 ~t
O N O O CO ~ W~ N O 0 N O N 0~ O~ O ti
0
~
W Q O
N
00 ~ O ~ CO 0 0 M h N~ I~ N CO C9 N 67 M I~ d' lf) ti
W H V 0 ti~~ O 00 O f~ M O N ~' 0~ d' 00 M W (0 ~ tf) M f~
'
~ ~ M ~~~ .- tf~ Lf
) N M O M~ N ~ M ~ N ~ lf~ N N E N
N H M M ~ ~ ~_
~R
ti J} O O O O O O O O N O 0 0 0 0 0 0 0 0 0 0
~ Q Q O O M O N
c
Cc N
~ d ~ ~ M ~ d' In
G Q
O
~ w V
N ~ ~ O ti~ 00 00 M O 0 N N 00 O f~ I~ W O O
~ Q W ~ O ~ O CO ~ ~ 00 ti ti ~-- O ~ O CO M CO f~ O t.()
W O N ~ 0 0 0 !~ In 0 ~ M~ CO O ~ In O O ~ 00
('
~ J
d I~ O n O O ~ CO O O M W~ Ln O~ O 0 O O
r ~ N ~ M ~ ~ ~ Ln ~' ~ ~ .- d'
LL ~
H ~
m
(~ J 0 N~ O N M N M M 0~ 0 '~t O~ O M~ O O I~
'
) f~ N N 00 N
O O 0 N O N CO X 0 0 0 •- 0 ~ N lf
Z 0 ~ N O O CO M h CO ~ M 0 W 0 !~ ~ I~ 0 0 0 O M ~ ti
V ~ t~ O CO 0 O N ti CO ~ 0 M O N V 0 M 00 CD f~ CO
~ N~ 00 ~ O N M N O~ CO N M 00 ~ ~ ~ M 6)
c W Q M ~ ~ ~ CO ~ CO N .-- N
G
~ ~ F"
~ W
`~
a o
° ~
w a
J O N M 00 O 00 O~ M O 0 M CO ~~ O O CO
W I~ 0 O Lf) 00 00 ~ I~ O Ln 0 N ~' ~ ~ M N CA
Z O~ O O ~ ~ 0 N O~~~ O M O N~ 0 ~
Z CO !~ N~~ ~ M 0 0 0 M M N 00 M M M 1~
~ 000 N ~' 00 N~ 0 00 N 0 ~ ti~~ O O ~-
~ ~t N ~ ~ N V rf N l(~ ~ O In ~ N O N •- ~
~ N M
W
a
a~
~ ~ ~,
(6 C U
~ C N N to O
c m ~ E ~ a
ca ~ o a * ~~-o
g c
o
- c
~
a cn
c
v ~~ o
•
Y .o o ~ ~ c N coi c a~'i .~ ~ ~i o
Z U aUi > U o c o~>> ~ ~ o n~ E
Qin
o o ~Ztn
ao ~
g .
~
r ~~s c~` c c cf°iU a~'iU ~ m e ~o:~
Q O~ O N C ~ C E 0) v, ~~ E~ m C~ ~~ .
c- E ~
~ Y Q
ma
_
~ _ ~ ~- ~ Q
OmwOw~~wUw~~cn~UU=~:~ ~m ~~~~ ~ 'r
~ M M I~ X 0 0 0 01
M O N O M
J N O N N
F-
~
O ~ ~ ~ O O ~ ~ QOf
Q N to ~ ~~ N
O
H f~ O
ESA
~ O O 0
Q
~g
~_
~`' caj O `°
w ~
W
~ M
}
J ~' ~ ~ N
U
~
N ~
LL
~ J
Q
M
W ~fA N N
ONE
y H W
U
A N N
d Q
~ ~ ~ ~ ~
N a Z w
O ~
~ U
a
W w
~
~
~ Z ~c
0o
o
rn ~ rn
Q ~ r- N V
U ~
~ w
a
' rncNO~c~ooo°c~o ~
~ J f~ d' ~ ~~ O O M
W F N~ O~ N O M
W
= O ~
N V O ~~ O M M
H CO Os
Q a ~°°
g
~ ~ a ~ ~ N
C
G O Q ~
U ~ N
~ N
V)
H ~
W N
W OOO
~ ~ rn
W ~ d ~ ~
~ a a
~ ~ ~
m
Z LL
~ J
~ fn ti O ~
O ~ ~
W d U U v M~
~
~ Q ~ ~ ~
a a z~
~
a U
W
J
W f~ O
~n rn M
Z ~ ~ ~
O °> `n °~
~ N M
~
~ ~
W
a
E
m
~ °- m
~ U
C
O LL .C N ~
C
~
~ C N ~ c lL
~
Z in ~ L ~ C ~
~ ~ O
~ '~ c O_ O m ~ O
T •-.
O
~
~ 'O - 0-
~
O
°
Q
a
a m
~
~ J
~ c
N a
N
a~~
w~~~-
0
~ ~~~~H~0
0H ~
J w~nrno~no ti
~ N a0 O O O O
C70 O~ O N O N
Q M ~ ~ ~ h ~ O
~ ~ CO O
0
~ N
~
Q } M
O
00
o
O ~ r
a ~
Q ~
N
v O M
Q to ~
} W
J V
J
U d ~
~_ ~
N
LL
0 J
Q
M
W ~ ~
U op
~ O
O U
~ ~ a
O
d ~
Z
N y
O
~ U
Q
} J
Z ~
M
O
-~ Z
O v
V ~ M
y a
'
J corn°m°oo u°~
(fl N !~ O I~ O
W
W H O N .~- COO O r
to ~ .-- ao
fA
~ J } O
a ~g
~ o a~
j N v O
~
~ ~
Q
W
W
J J
d
'NV
0
~ Q
~ ~
N
m LL J o
~
Z
W W U U N
~ O Q ~
Q Z
Q ~
°
a
W U
~ J
W ~
~
Z
Z ~
O chi
w
a
rn
rn
o
~
m ~
~ ~ c
i
~
H
W
c l
c ~ ~ ~
~
~ ~ N
Q
o m a ~ ~
Q' ~
CT ~ 4. ~ CT N J
Q C +_ N -p C UJ Q
O ~~ J m ~~ O
M op ~' ~ tf') M N M~ 0 0 0 1~
~ 00 I~ N N N N N N O O O r
M 00 ~ O~ ti M G M 0 0 0 '~t
CO I~ O o0 ~ N f~ O~ ~ O~ N
~ N M
CD
N
N
O
~ J ~
.
-
M I S
N
N F ~ ~
~
Q
Q
W ~
J
Q
U
N M o0 ~' l!') lf) M N M~ 0 0 0
W
F' ~ M ti N N N N N N O O O
W
W Mop .- O~~ M ti M 0 0 0
o0 ti O O .- N ti O~ ti O~
O
N fn ~ ~ N ~M ~ ~ O N ~ N M ~
~ a Q
~ a
m
Q
U
N 0 0 ~ L[1 O O O M~ 0 0 0 M
u ~~~ ~ M O
' 0 0
M
~
M
~
N
~ O
N
~ ~ N
~
C
W N `
H
~
~ ~
Q
(n W
}
}
J
Q ~ M~
~ O O
N O 0 0
~
W W O N
N
0 0 f~ 07 ~ f~ M O
W CNO M ~ ~ ~ ~ N ~
N H ~ ~
W ~ a
p a w
~ ~
m
H
Z ~
W ~ ~
~
~ J
c
m ~
Q N X
a ~ ~ ~~
o
•~
W ~
~ o ~ .
~
w
~ cXaoo~cn
F- m O ~ ~ °'
•
D N C ,~ J L
a
~
a~~ o
a ~~~`~U~~~`~E
V ~m~~ U~iSC~J b-~LL C
~ 0- ~_ cn ~ C N
OOVO~00 ~~ ~•° °'
N UUUU
U ~" ~ ~°
C~
C~
rn
~~
fn ~ Q
~
V O W ~ N CO f~
m 01 0 0 0 0 0 0 ~ y~~ N ~
0 0 0 0 0 0 0 0 •-
~ ~ ~ N N N N LL Q Q LL d O